Who's Who in B-to-B 2003

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Business Media
Direct & Database
Services and Technologies
CRM/Marketing Automation


Sometimes it’s not what you know, it’s who you know. In the case of BtoB’s annual Who’s Who Special Report, it’s both.

The 100 individuals we’ve selected to profile know plenty about b-to-b marketing and strategy, from executing integrated ad campaigns to leveraging marketing technologies to lobbying government agencies.

Our annual Who’s Who list contains both savvy veterans and up-and-comers in 10 categories: marketing organizations, advertising agencies, marketing automation and CRM, direct and database, creative units, business media, public relations and promotions, associations and government, analysis and academia, and services and technology.

Nominations came from readers, corporations, industry experts and our editorial staff. We narrowed the list to 100, then selected one person from each category to profile.




Kathy Button Bell
Chief marketing officer
Emerson, St. Louis

Until Kathy Button Bell came along, Emerson didn’t have anyone who held a corporate marketing post. Such duties were pretty much left to each of the company’s more than 60 divisions and they operated without a unified marketing mission.

In fact, the manufacturing and engineering company didn’t much trust the notion of marketing in general, and wasn’t sure it actually worked in an industrial environment. Its corporate culture believed in the old-line American ethic of modesty; for many years, it felt it wasn’t wise to brag about yourself or make waves publicly.

"They weren’t the only company to hold such beliefs," said Bell, who has been Emerson’s chief marketing officer since 1999. "But the leadership team finally realized that marketing was going to be critical in the new, customer-centric economy of the 21st century."

Bell has been blazing new trails for Emerson, realigning and rebranding more than 800 business entities into eight customer-facing "buckets"—network power, process management, climate technologies, storage solutions, professional tools, motor technologies, industrial automation and appliance solutions—all bearing the Emerson name.

In addition, she oversaw a change in the corporate logo for the first time in more than 30 years and, in 2002, launched the company’s first global advertising campaign, which is ongoing.

"I was very lucky that the company’s leaders gave me the latitude to challenge the conventional thinking in our industries," Bell said. "They’ve let me and my marketing team use bright colors, humor and metaphors like jet planes (instead of manufacturing photos of, say, pig iron) to stand out from the competition. We opened a lot of eyes and received incredible feedback from customers, the media, analysts and, most important, our employees."

Changing the internal approach to marketing was crucial for Bell’s outward efforts. "Early on, we created what we call our Emerson Industrial Strength Marketing series of seminars, and we re-educated more than 850 executives worldwide, not about advertising but about the advances in database marketing and the benefits of customer events. We signaled a shift in the corporate culture that recognized marketing as an invaluable asset," she said.

Change was certainly difficult for a $13.8 billion company with 120,000 employees around the globe. "I couldn’t have done it without the trust and support of Emerson’s leadership team," Bell said. "Our big, bright and public marketing efforts have created a new sense of pride in and a unifying force for workers at a company that lived mostly under the radar for so many years."

Bell calls the branding and advertising campaigns a huge step forward, though she is reluctant to share quantitative metrics, which are still being analyzed. She gives much of the credit to marketing services companies such as DDB Chicago and Fleishman-Hillard, which helped Emerson tackle such huge issues as realignment and rebranding. "Just because you’re b-to-b doesn’t mean you shouldn’t work with the best talent out there," she said.

Meanwhile, Bell is on a personal mission to travel as much as possible and play the role of marketing evangelist. "They’re finally lifting the SARS bans in China, and I want to go and meet our people there to spread the word about Emerson’s new, globally unified position."

--Roger Slavens


David Hirsch
Director-B2B Vertical Markets Group, Mountain View, Calif.

Three years ago, David Hirsch helped set up’s New York office—which, for a while, was nothing more than his boss’ apartment. Today, he works in much more comfortable surroundings at 1440 Broadway in Manhattan, where Google takes up the entire 21st floor.

That’s a swift and spectacular return on investment for Hirsch, director of the search engine giant’s B2B Vertical Markets Group. And ROI is exactly what Hirsch sells.

"We at Google of course believe search delivers relevancy—and thus ROI—like no other medium can," Hirsch said. "And the more Web pages are added, the more relevant Google gets. In fact, the corporate mission here is nothing less than to organize all the world’s information and make it universally accessible."

Companies certainly have bought into Google’s premise and promises. The company reported it had 100,000 b-to-b and consumer advertisers this year, up from just 10,000 in 2002. That’s another phenomenal ROI success, which may be all the more remarkable, Hirsch said, because it’s been a difficult process to get Web surfers to click on ads again after being harassed by random banners and pop-ups for so long.

Of the vertical markets, Hirsch and his group are making the largest gains in enterprise and commerce technologies, health care, financial services and automotive.

"Though the economic downturn has hurt so many industries, it’s only making Google’s laser-targeted relevance and ROI-driven approach to advertising more appealing than ever," he said.

Hirsch is shepherding Google’s latest b-to-b advertising venture: delivering text-based Google ads on relevant Web publishing content. Among the premier clients to sign on are U.S. News & World Report and Reed Business Information and its dozens of online media properties.

Google’s tactic is simple but ingenious. Advertisers pay Google for ad placement, and Google compensates those Web sites where the ads appear. "And the ads served through what’s called Google AdSense aren’t intrusive," Hirsch said. "They’re just like the ones you see on Google."

Web publishers with more than 20 million page views per month, such as Reed Business Information, can qualify for dedicated account service and support. Google also syndicates some of its advertisements with partners such as America Online Inc., Netscape and Lycos Inc.

But b-to-b revenue streams don’t only come from advertising, Hirsch said. "We also sell search-in-the-box solutions and appliance technologies that comb corporate intranets and extranets." Cisco Systems Inc., the Boeing Co. and National Semiconductor Corp. are among the b-to-b clients that incorporate Google search technologies into their sites.

In addition, Hirsch and his group are getting companies to use Google ads to attract trade show registrants. "It’s a perfect fit because both search and trade shows are buyer-driven events," he said.

--Roger Slavens


Michael Wood
Hanley-Wood L.L.C., Washington, D.C.

Mike Wood learned long ago that economic downturns can be the perfect time to make bold moves.

Wood and Mike Hanley founded Hanley-Wood L.L.C. in 1976. However, Wood said, the company didn’t really get going until 1981—right in the midst of a recession, particularly for the residential construction market. That’s when the company bought Builder magazine from the National Association of Home Builders. Eventually, of course, the economy turned around, and Builder has become Hanley-Wood’s flagship publication.

Wood and his management team have approached the current downturn with a similar gutsy approach.

"We’ve actually done four deals in the past six months," Wood said. The biggest was the acquisition of Public Works magazine, executed by Peter Goldstone, president of Hanley-Wood’s magazine division. Public Works, which covers a struggling industry, fetched a far lower price than it would have two years ago, Wood said. Hanley-Wood, whose businesses focus primarily on residential construction, expects the purchase to bolster its position by diversifying its portfolio of construction properties.

The ability to make acquisitions is just one sign of the company’s health and power. Revenues continue to grow, and 2002 was a record year. Wood said that the company’s top line has jumped from $100 million in 1999 to an expected $170 million in 2003. Additionally, earnings before interest, taxes, depreciation and amortization have more than doubled in the same period.

Such financial fortune has been a result of the strength of the residential construction market compared with many others, Wood said.

"The housing industry is a can’t-miss growth market," Wood said. "As long as you assume population growth over the next 20 years, the demand for new housing is going to grow." He acknowledged that low interest rates haven’t hurt the market either.

In addition, Hanley-Wood boasts a host of other premier media properties that are bulwarks against downturns. For example, its World of Concrete exposition is one of the 10 largest trade shows in the U.S. "You can’t not attend World of Concrete," Wood said. "You might cut back on the size of your booth, but you can’t not be there."

Moreover, Hanley-Wood has the backing of Veronis Suhler Stevenson, the media investment bank powerhouse that acquired the company in 1999. (Wood’s partner, Hanley, announced his retirement in conjunction with the acquisition.) Veronis’ financial leverage helps fund Hanley-Wood’s bold moves.

Wood has also been successful in attracting top publishing talent, Not only did he lure Goldstone from Primedia Inc., but he landed Galen Poss from Miller Freeman; Poss now serves as president of Hanley-Wood’s exhibitions division.

"We’re lucky that good people in the b-to-b media business seem to like the idea of coming to work at Hanley-Wood," Wood said.

--Sean Callahan


Steve Tinlin
Senior VP-business-to-business services
Abacus, a division of DoubleClick Inc., Broomfield, Colo.

Steve Tinlin, senior VP-business-to-business services at DoubleClick Inc.’s Abacus division, celebrates his one-year anniversary as head of its b-to-b cooperative database this year. And there are plenty of reasons to celebrate, since the database and company revenues have grown significantly in the past year under his watch. There are currently 70 million names in the database, up from 44 million a year ago, and revenues are up more than 50% from last year.

While many list owners, list compilers and list managers market b-to-b prospect lists, Abacus manages the only b-to-b cooperative database that contains a depth of transaction history on each file.

The names in its database are derived from more than 300 marketers’ customer databases, and purchase behavior data for each contact are continually added to the file. Transactions recorded in the database were about 600 million 12 months ago; today, there are 1.2 billion transaction records overall, and each contact averages about 16 transactions.

"It’s a very robust picture that we can create around a b-to-b buyer," Tinlin said. Abacus is now partnering with some of the largest b-to-b players. However, because it is a "blind" cooperative, he is not able to name specific companies that participate.

Clients may rent prospect names from Abacus on the basis of that in-depth transaction history, rather than the typical basis of a prospective customer profile (such as IT executives at midsize companies in Kansas). "[Using] transactional data helps our clients make better decisions about who is going to buy and who’s not going to buy," Tinlin said.

The size of b-to-b prospecting lists has fallen in the past couple of years, as companies retrenched due to the economy and mailers cut back on customer acquisition efforts. When that happens, customer files shrink due to attrition.

However, Tinlin said, Abacus’ b-to-b alliance has been able to uncover some of the incremental universe of names that are not sitting on regular lists—and at a time when marketers need them most.

To find additional clients to contribute their lists, Tinlin and his group decided to target specific client markets to build the database, rather than employ a shotgun approach. That also has helped grow the list aggressively, he said. Areas of focus, where the company has begun to show strength, include office supplies, advertising premiums and incentives, computers and technology and education/seminars.

Tinlin said the number of contacts would begin to slow down at this point, given the finite universe of potential b-to-b contacts, but the transaction history will continue to grow.

--Carol Krol


Tamara Birdsall
VP-Creative Director
Carat Interactive, San Francisco

In a year of reduced marketing budgets and staff, agencies had to work extra hard at developing and executing outstanding, measurable creative work for clients. Perhaps nowhere was this more prevalent than in the interactive world, where many advertisers shifted ad dollars to deliver relevant, targeted messages that could be tracked, counted and justified.

Tamara Birdsall has led Carat Interactive’s creative department through a stellar year in which the agency grew its overall revenue by 21% and its b-to-b revenue by 18%. It picked up new business from BEA Systems Inc., Covad Communications Co., Placeware Inc. and TiVo Inc., and it launched innovative online campaigns for Adobe Systems Inc., Palm Inc. and Siebel Systems.

Birdsall said the key to b-to-b marketing is to think smart and use the inherent advantages of the online medium to provide something of value to the viewer.

With 17 years of experience in advertising, Birdsall was named VP-creative director at Carat Interactive when Carat acquired interactive agency Lot21 last year. Birdsall had been with Lot21 since 2000; previously she worked for agencies including McCann-Erickson and Saatchi & Saatchi, where she helped launch the well-known "Dalmatian" campaign for Hewlett-Packard Co.’s first laser jet printer.

"What’s really exciting is that two years ago, it was cool to do a Flash ad," Birdsall said. "Now, all we do are Flash ads with gif backups. Things are continuing to move very quickly. It’s amazing what I can do in an [online] ad."

She pointed to a campaign the agency launched last month for new client Vonage Holdings Corp., which delivers Vonage DigitalVoice, a voice-over-Internet service. The online campaign features interactive units in which business users can enter the details of their current phone bills and see the savings calculated by using Vonage. The ads also can display up to nine pages of international phone rates.

In addition, Birdsall led the development of an online campaign for Adobe’s InDesign 2.0, a software program for designers that competes with QuarkXpress. The campaign, which was named runner-up for best interactive ad in BtoB’s Sawyer Awards in 2002, was designed to get users to download free trial InDesign software. The creative, which showcased the design capabilities of the software, spurred a 50% increase in download activity.

But Birdsall said that, for b-to-b marketers in particular, the medium is about more than flashy ads. "This isn’t TV," she said. "We won’t [get far] if we try to emulate [broadcast ads]."

--Kate Maddox


Robert McLaughlin
Co-founder and exec VP-product marketing
Aprimo Inc., Indianapolis

If you’re wondering where the term "enterprise marketing management" came from, blame Rob McLaughlin. In the mid-’90s, he and William Godfrey—old friends who met at a young married couples group at church—were busy working for IBM’s Tivoli Systems when they began tossing around ideas for their own software company. McLaughlin saw a need for better management and diligence around a corporate marketing center.

"My heritage is as a systems guy," said McLaughlin, who holds degrees in both computer applications and economics from the University of Notre Dame. "You take a systems guy and put him into a marketing role, and I start thinking of ideas."

Aprimo Inc., which developed a software platform for automating the management of all facets of marketing, was launched in 1998. McLaughlin and his partner Godfrey based their efforts on enterprise marketing management, a concept that few had thought about before. "Our first sale was to our spouses," McLaughlin recalled, laughing.

The emotional roller coaster of starting up a company didn’t faze McLaughlin. "My father was self-employed for the last 25 years of his career," he said. "There’s something that comes from within, where your DNA is wired, making [an endeavor] like this work. Your turmoil is part of the passion."

The first three years were spent convincing investors and building up clientele, but now Aprimo finds itself a leader in a whole new market. With 140 employees, Aprimo markets its software and services internationally, concentrating on Global 1000 companies and traveling as far as Japan, South Africa and South America. The company opened a U.K. office more than two years ago.

Selling to that Global 1000 market made life difficult for Aprimo early on. "We were under pressure as a young company to deploy larger than we could sell," McLaughlin said. "But we kept filling orders.

"I don’t think this is atypical of any software-technology firm right now," he said. "But the growth model five years ago [was] if you had a good idea and you had some traction, you just spent a lot of money and just grew and revenue would catch up."

Nowadays, there isn’t enough money to support that way of doing business. "Now you’re expected to grow profitably," McLaughlin said. "The most difficult balance is not being too conservative that you don’t maximize the opportunities you generate for yourself, but not being so aggressive that you burn through a lot of cash and you become unattractive as a business."

—Mark J. Miller


Jim Stadler
Senior VP-group account director
DDB Chicago

Credit Jim Stadler with starting up the b-to-b practice at an agency with accounts as diverse as Dell Computer Corp., USG Corp., Anheuser-Busch Companies Inc. and McDonald’s Corp.

Stadler joined DDB Chicago in 1998 as an account director, and launched the b-to-b practice within his first year at the agency. At the time, DDB had four core b-to-b accounts: Emerson Electric Co., USG, and Eziaz, an ISP for commercial buildings.

"All the b-to-b clients had similar needs," Stadler said. "They all did a lot of direct response, Web-based initiatives and lead generation, along with a lot of awareness and branding."

He saw an opportunity for a large agency like DDB to specialize its offerings for b-to-b marketers by creating high-quality, high-impact services tailored to them, drawing on resources such as strategic planning, integrated communications and digital marketing. Senior management jumped at the chance to further differentiate itself from other agencies. Since then, Stadler and his b-to-b team have picked up other high-profile accounts, including Dell, Cardinal Health, Lexis/Nexis and Deloitte Consulting. Last year, its b-to-b billings increased 85% over 2001.

Stadler said one of the key reasons for the agency’s success in the b-to-b arena is its avoidance of dot-com businesses in the late ’90s, instead sticking to traditional clients that would have long-term stability.

"We didn’t want to focus on the dot-com mania," Stadler said. "We found a core group of rock-solid companies in manufacturing and industrial industries that had a need for high-quality marketing and communications agencies."

Stadler said one of the challenges facing his agency now is the increased pressure on showing ROI for marketing programs, particularly for b-to-b. As a result, the agency is doing more lead generation and direct response, although it also does a fair amount of branding initiatives.

"Most b-to-b clients typically look at marketing and communications as a cost rather than an investment," Stadler said. "They have to understand that marketing is an investment that will drive the bottom line."

Stadler began his advertising career in 1986 on the client side of the business working on the Scott brand for Kimberly-Clark Corp. His first agency job was at Frankel, an ad agency in Chicago.

--Kate Maddox


John M. Nolan
Deputy Postmaster General
U.S. Postal Service, Washington, D.C.

John Nolan is blunt about the harsh realities facing the U.S. Postal Service. "Our business model doesn’t really work any more," Nolan said. The USPS dramatically cut costs in 2002 but still recorded a net loss of $676 million—a vast improvement over 2001’s $1.68 billion loss. However, Nolan admits there’s much work yet to be done.

Mail volume is down by 3 billion pieces this year, its second straight year of decline. Communications typically handled through first class mail are now taking place on the Internet. At the same time, more than 1.5 million new postal addresses are added to the system annually.

The USPS has been working to reduce costs, improve service and implement innovations. A key strategy has been to bolster business from existing customers.

Nolan led the revamping of USPS’ "Guide to Mailing for Businesses and Organizations." The new version was published in June as a way to reach out to small-business owners in particular and to cross-sell services.

One service being promoted heavily is the USPS Web-based mail service, NetPost Mailing Online. It enables small businesses to create and send direct mail—through an Internet application and a USPS third-party direct marketing partner—without having to leave their computers.

Another innovation is a partnering arrangement. For the first time in its history, the USPS cut a deal with credit card giant Capital One, one of the biggest direct mail marketers in the country, giving it discounted rates in exchange for increasing its first-class mail volume.

That so-called negotiated service agreement could pave the way for similar agreements with other volume mailers. Nolan said the agreement illustrates what has become a growing creative collaboration between the USPS and the mailing industry. "This is not just about the Postal Service winning," he said. "Our customers have to win."

In addition, the USPS recently announced it is in discussions to create a parcel return service to increase revenues. The service would collect returns from customers and deliver them to centralized locations around the country, where the packages would be handed off to companies such as FedEx Corp. and United Parcel Service of America Inc.

--Carol Krol


Geoffrey Ramsey
Co-founder and CEO
eMarketer Inc., New York

Geoffrey Ramsey is a magician. Really. The co-founder and CEO of eMarketer Inc.—an independent source for statistics, trend data and original analysis covering emerging technologies—was trained as a professional prestidigitator.

His first stab at market research came as a 15-year-old when he was performing tabletop magic at restaurants in Michigan. "I was going up to 35-year-old restaurant proprietors trying to explain how I was going to improve their business," Ramsey recalled. He printed customer surveys and won himself a job.

Now, Ramsey’s working a different mojo with eMarketer, a New York-based research company that doesn’t do any research. Instead, it aggregates and analyzes information from 1,400 other sources and sells new Gestalt reports with a distinct marketing slant.

EMarketer was founded in 1996 by three former ad execs as an advertising company; it became profitable late last year. The company began by building Web sites for clients, then built one of its own. Ramsey put together Internet-related statistics reports for the site.

"The first thing that struck me," he said, "was that all of the research firms were coming up with completely different numbers."

EMarketer began selling the reports in May 1998, starting with a dossier on e-commerce. "We priced it very low and packed everything we could into it," said Ramsey. It was worldwide in scope and about 40 pages long. Today, he said, if you did a report just on customer relationship management in the U.S., it could be 250 pages. In December 1999, eMarketer said goodbye to all of its ad clients and shifted to the e-commerce research aggregation business.

The company’s success, Ramsey said, is due to sticking to fundamentals. "We had a unique product from the beginning," he said. "No one else was putting that information together."

Charging for information rather than having an ad-based revenue model turned out to be a saving grace. "The e-commerce dollars have continued to chug along, and that’s why we’re still in business," Ramsey said.

The new challenge for the company—other than the current economic downturn—is the difficulty of finding e-business groups within companies to market to. "Those groups have been disbanded," Ramsey said. "But the use of the Internet and technology is now diffused to all parts of the company."

So eMarketer now markets to several different individuals within a company. "It works to our advantage, as well, because the more parts of the company that are using our information, the more difficult it will be to stop using us," Ramsey said.

—Mark J. Miller


Mark Shadle
Exec VP-managing director
Edelman, Chicago

It’s only a slight exaggeration to say that b-to-b public relations once consisted of a little more than product press releases sent occasionally to a handful of trade publications. In his 18 years at Chicago-based Edelman, the largest independent PR firm in the world, Mark Shadle has seen the discipline grow significantly more sophisticated.

Now the exec VP-managing director of Edelman’s corporate affairs unit, Shadle has made significant contributions to the maturation of b-to-b PR, broadening it to include a variety of disciplines such as investor relations and crisis management.

Shadle oversees Edelman’s worldwide Business-to-Business Marketing Practice. The unit includes more than 100 people in the firm’s offices around the globe. "We have business-to-business specialists in investor relations, employee relations, public affairs, crisis and issue management, and reputation management," Shadle said.

The idea is to supply clients with professionals with expertise in certain disciplines, rather than generalists.

"We’ve taken all of these functions, which had heretofore been independent, and integrated them," he said. "A lot of people are integrating marketing; we’re focused on integrating communications."

Shadle has worked personally on a range of b-to-b accounts, including Boeing Co., British Airways and Convergys Corp.

Shadle began his career at Edelman as an account executive handling clients that were manufacturers of PCs and fax machines. He earned an MBA from Northwestern University’s Kellogg School of Management, where the course work introduced him to a method he uses at Edelman today: Business Advantage Marketing. BAM "helps companies seek out what their competitive advantage is, and then find ways to specifically market that competitive advantage," he said.

Even though his focus is on management these days, Shadle still gets excited about the nuts and bolts of everyday PR work. He pointed to Edelman’s efforts for SmartSignal as an example of how PR can have an impact a company. Promoting SmartSignal’s predictive maintenance software, Edelman generated wide press coverage for the company. "The phone started ringing," Shadle said. "When you can see the payback right away and see it turn into sales, that’s the mark of a great public relations program."

--Sean Callahan




John Beystehner What: Senior VP-worldwide marketing and sales Where: United Parcel Service of America Inc., Atlanta Why: The "What can Brown do for you?" campaign launched last year created a whole new way for customers to look at the company.

Who: Kathy Button Bell What: Chief marketing officer Where: Emerson, St. Louis Why: (see profile, page 18)

Who: Don Callahan What: CMO-Institutional Securities Division Where: Morgan Stanley, New York Why: Callahan’s venerable bank had a busy 2002, changing its name and launching an aggressive advertising campaign that emphasized "client-tailored excellence" for investors.

Who: Amy Curtis-McIntyre What: VP-marketing Where: JetBlue Airways, Forest Hills, N.Y. Why: Curtis-McIntyre’s marketing efforts, in particular a humorous slate of ads, have helped "bring back humanity" to an industry increasingly known for its cattle-call feel.

Who: David Goudge What: Senior VP-marketing Where: Boise Cascade Office Products Corp., Itasca, Ill. Why: Goudge has completely transformed his marketing and sales organization with a CRM system integrating Boise’s sales, e-commerce and customer service functions.

Who: Bob Gutermuth What: Marketing director Where: Dell Computer Corp., Round Rock, Texas Why: One of Dell’s integrated marketing champions, Gutermuth directs the company’s b-to-b, higher education and government efforts.

Who: Kerry Hatch What: General manager-exec VP Where: American Express Corp.’s Open: The Small Business Network, New York Why: Despite the economic downturn, Hatch successfully guided AmEx’s small-business unit through a complete overhaul last year.

Who: Allison Johnson What: Senior VP-global brand and communications Where: Hewlett-Packard Co., Palo Alto, Calif. Why: Johnson oversaw the launch of a global brand campaign late last year; the effort is now targeting vertical industry segments, such as financial services, manufacturing and telecommunications.

Who: Dean Landeche What: VP-brand marketing Where: Hobart Corp., Troy, Ohio Why: Landeche took a cue from carmakers, offering 0% financing during the rough economy. The campaign that followed was so successful that in the first six months Hobart cooked up more than $5 million in leased equipment deals.

Who: Mich Mathews What: Corporate VP-marketing Where: Microsoft Corp., Redmond, Wash. Why: Last year’s "One Degree of Separation" campaign for Microsoft’s .NET enterprise software and technology business was a creative hit. This year, the company is expanding its considerable b-to-b footprint in areas such as CRM.

Who: Maureen McGuire What: VP-integrated marketing communications Where: IBM Corp., Armonk, N.Y. Why: McGuire was named BtoB’s Marketer of the Year in 2002, leading an aggressive marketing program during a tough year. She oversaw the launch of IBM’s successful "e-Business on Demand" campaign.

Who: Brian Philips What: VP-U.S. marketing Where: FedEx Corp., Memphis, Tenn. Why: Philips has led FedEx’s renewed efforts—including its current TV ad campaign—to market to small businesses.

Who: Teresa Poggenpohl What: Partner and director-global advertising and brand management Where: Accenture, Chicago Why: Poggenpohl directed Accenture’s massive rebranding efforts in 2001, which after 18 months put the company No. 51 among corporate brands rated by BusinessWeek.

Who: Jim Roots What: VP-marketing Where: W.W. Grainger, Lake Forest, Ill. Why: Roots turned to the latest in database segmentation technologies to help structure Grainger’s set of products (some 500,000) and customers (some 1.5 million).

Who: Arun Sinha What: CMO Where: Pitney Bowes Inc., Stamford, Conn. Why: Sinha helped launch Pitney’s most significant branding campaign in 17 years as it tries to change its image from a "postage meter company" to one with sophisticated mail and document management capabilities.


Who: James Berrien What: President-publisher Where: Forbes Magazine Group, New York Why: Recently given the title of publisher, Berrien is focusing on creating more single-sponsor events and selling more cross-media ad packages with and "Forbes on Fox."

Who: Shelby Bonnie What: Chairman-CEO Where: CNet Networks Inc., San Francisco Why: A new ROI measurement tool and other advertising innovations keep CNet on top of the Internet IT game.

Who: Robert Callahan What: CEO Where: Ziff Davis Media Inc., New York Why: Callahan’s broad media experience has helped turn around Ziff, which recently reported its best quarterly earnings in two years.

Who: Jim Casella What: CEO Where: Reed Business Information, New York Why: Casella has helped diversify Reed’s business portfolio, which ranges from magazines to directories to exhibitions, making the traditional b-to-b media company more recession-proof than most.

Who: Gary Marshall What: President-CEO Where: CMP Media L.L.C., Manhasset, N.Y. Why: In an brutal tech publishing economy, Marshall has made difficult decisions while helping CMP Media gain market share.

Who: Karen Elliot House What: Publisher Where: The Wall Street Journal, New York Why: House has been at the helm of the paper for a year now and has spearheaded a push to take better advantage of cross-media selling with all of Dow Jones’ properties.

Who: Tom Kemp What: Chairman-CEO Where: Penton Media Inc., Cleveland Why: Faced with steady revenue declines, Kemp keeps finding new ways to diversify Penton’s properties, including launching publications, expanding conferences and enhancing the company’s Internet presence.

Who: Bob Krakoff What: Chairman-CEO Where: Advanstar Communications Inc., Cleveland Why: Advanstar has weathered the advertising recession remarkably well, thanks to Krakoff’s shrewd management.

Who: Michael Marchesano What: President-CEO Where: VNU Business Media, New York Why: Marchesano has preached diversity, and diversity—53 trade publications, 56 trade shows and more than 185 electronic products—has kept VNU on track.

Who: Patrick McGovern What: Founder-chairman Where: IDG, Boston Why: McGovern has helped IDG expand globally, especially in China, by introducing more than a dozen new international publications and events last year.

Who: James H. McGraw IV What: Group publisher Where: McGraw-Hill Construction, New York Why: This fourth-generation leader oversees a powerful group of publications and sites that industry observers consider one of the best examples of brand extensions in b-to-b publishing.

Who: Alan Meckler What: Chairman-CEO Where: Jupitermedia Corp., Darien, Conn. Why: The Jupiter brand keeps growing, with more than 150 targeted Web sites and 200 e-mail newsletters, as well as its healthy research and events units.

Who: Mike Millikin What: Senior VP Where: Comdex Worldwide, Los Angeles Why: As leader of this Medialive International Inc. unit, Millikin is trying to squash any rumors of Comdex’s imminent demise. A new global branding campaign touts the value of the IT trade show.

Who: Greg Strakosch What: CEO Where: TechTarget, Needham, Mass. Why: TechTarget has quadrupled its revenues since 2001, and competitors are trying to replicate its business model.

Who: Michael Wood What: CEO Where: Hanley-Wood L.L.C., Washington D.C. Why: (see profile, page 20)


Who: Richard Baumer What: Founder-CEO Where: VentureDirect Worldwide Inc., N.Y. Why: VentureDirect has grown to be a leader in the direct marketing field thanks to Baumer’s focus on ROI and new technology.

Who: Ray Butkus What: President Where: Donnelley Marketing, Omaha, Neb. Why: Butkus, recently brought in to lead the nearly 86-year-old direct marketing services company, already has rejiggered its sales and marketing organization.

Who: James Campbell What: Director-marketing Where: TargitInteractive Inc., Portsmouth, N.H. Why: Campbell, who heads the marketing department for the growing permission-based e-mail software vendor, was ahead of his time in touting targeted online marketing.

Who: Lansing Chew What: Group product manager-business information unit Where: Experian, Costa Mesa, Calif. Why: Chew has been at the center of projects that in the past year have helped to position Experian as a major player in the b-to-b space.

Who: Len Dubois What: VP-marketing Where: Harte-Hanks’ Trillium Software Division, Billerica, Mass. Why: Under Dubois’ leadership, Trillium has made great strides in marketing its data quality technology and services.

Who: Michelle Feit What: President Where: ePostDirect Inc., Pearl River, N.Y. Why: Despite the difficulty of promoting e-mail marketing lists in the b-to-b space, ePostDirect has scored significant new business under Feit’s leadership.

Who: Dan Flack What: Director-worldwide enterprise e-marketing Where: IBM Corp., Armonk, N.Y. Why: Flack is recognized in the industry as leading authority on traditional and Internet marketing tactics.

Who: Vin Gupta What: Founder-CEO Where: infoUSA Inc., Omaha, Neb. Why: Gupta’s list brokerage and management service business continues to grow, with the recent acquisitions of ClickAction Inc. and YesMail Inc.

Who: Brent Hieggelke What: Director-WebTrends marketing Where: NetIQ Corp., San Jose, Calif. Why: Hieggelke, a marketing evangelist for the up-and-coming Web analytics company, is a proponent of using core direct marketing tactics to address the latest tech challenges and opportunities.

Who: Russell Kern What: President Where: Kern Direct Marketing Ltd., Woodland Hills, Calif. Why: Kern’s trademarked S.U.R.E-Fire direct marketing techniques have won top clients such as IBM and Wells Fargo Bank.

Who: Daniel Morel What: Chairman-CEO Where: Wunderman Worldwide, New York Why: Morel, head of the world’s largest direct marketing agency, has brought greater focus on employing innovations in Internet marketing, integration and measurement to ensure ROI accountability.

Who: John Papalia What: President-CEO Where: Statlistics, Danbury, Conn. Why: Under Papalia’s leadership, Statlistics has made strong advances as a snail-mail and e-mail list manager and broker, especially in the b-to-b space.

Who: Don Rappaport What: CEO Where: American List Counsel Inc., Princeton, N.J. Why: Rappaport has been the architect of ALC’s success, increasing the company’s list management business even during the economic slump.

Who: Jennifer St. Onge What: VP-marketing & data Where: Return Path Inc., New York Why: Recently appointed to a senior post at Return Path, St. Onge already has made her mark by increasing data quality initiatives at the company.

Who: Steve Tinlin What: Senior VP-business-to-business services Where: Abacus, Broomfield, Colo. Why: (see profile, page 20)


Who: Courtney Buechert What: General manager Where: McCann-Erickson, San Francisco Why: Buechert heads up the office that is agency of record for Microsoft, which has continued to churn out aggressive, award-winning b-to-b advertising in the midst of a recession.

Who: Bruce Carlisle What: CEO Where: SF Interactive, San Francisco Why: Carlisle led the acquisition of marketing agency Butler Shine and Stern, which allows SF Interactive to provide fully integrated brand and direct marketing campaigns.

Who: Jack Connors What: CEO Where: Hill, Holliday, Connors, Cosmopulos, Boston Why: Connors’ agency has an amazing history with financial services clients, and currently counts FleetBoston, John Hancock Financial and PricewaterhouseCoopers among them.

Who: Frank Donino What: CEO Where: DWP/Bates Technology, Atlanta Why: Donino has applied consumer tactics to b-to-b with much success. DWP/Bates’ "Fred" campaign for CDW Computer Center Inc. won BtoB’s 2002 Sawyer Award for best integrated campaign.

Who: Sarah Fay What: President Where: Carat Interactive, San Francisco Why: Fay helped Carat land new accounts such as BEA Systems and Covad Communications and make key acquisitions of boutique agency Lot21 and CRM company Vizium.

Who: Cathey Finlon What: CEO Where: McClain Finlon Advertising, Denver Why: Finlon helped boost revenues for her agency in 2002 by increasing business with a number of b-to-b clients, such as Johns Manville and Qwest Dex.

Who: Guy Gangi/Gordon Hochhalter What: Partners Where: Mobium Creative Group, Chicago Why: Under the leadership of Gangi and Hochhalter, Mobium was named agency of the year by the Business Marketing Association and took top honors in several award competitions.

Who: Steve Humphrey What: CEO Where: One to One Interactive, Boston Why: Humphrey’s relatively small agency has created innovative online campaigns for Pfizer, Fleet Bank, Unisys, Motorola and Nextel.

Who: Pete Kovac What: President-CEO Where: NKH&W Inc., Kansas City, Mo. Why: Recently named BtoB’s small agency of the year, NKH&W showed outstanding growth in 2002, greatly boosting revenues, new business and personnel.

Who: Shelly Lazarus What: Chairman-CEO Where: Ogilvy, New York Why: Lazarus’ agency handles coveted b-to-b clients such as IBM, American Express, Cisco Systems and AT&T, merging sharp business sense with outstanding creative executions.

Who: Greg Nickerson What: President Where: Bader Rudder & Associates Inc., Brookfield, Wis. Why: Bader Rudder has stuck to its strengths— strategic brand building and excellent creative—in the down economy. BtoB recently named Bader Rudder top midsize agency of the year.

Who: Rick Segal Jr. What: CEO Where: HSR Business to Business Inc., Cincinnati Why: Despite a sluggish economy, Segal led his agency back to the billings level it had at the peak of the tech boom. In November, Kodak Professional awarded its global marketing communications account to HSR.

Who: Gary Slack What: Chairman-CEO Where: Slack Barshinger, Chicago Why: Slack and company got a huge win this year, landing a multimillion-dollar contract from newly launched eBay Business to create an integrated campaign across a number of vertical markets.

Who: Jim Stadler What: VP-group director of b-to-b practice Where: DDB Chicago Why: (see profile page 21)


Who: Tamara Birdsall What: VP-creative director Where: Carat Interactive, San Francisco Why: (see profile, page 20)

Who: Kevin Moehlenkamp What: Exec VP-chief creative officer Where: McCann-Erickson, San Francisco Why: Moehlenkamp heads up all of the agency’s creative work for Microsoft, blending solid business acumen with a welcome sense of humor for the brand.

Who: Tom Rentschler What: Executive creative director Where: HSR Business to Business Inc., Cincinnati Why: Under Rentschler’s creative leadership, the agency has garnered Best of Show honors at the Business Marketing Association ProComm awards four years in a row.

Who: Cliff Sorah What: Senior VP-associate creative director Where: The Martin Agency, Richmond, Va. Why: Sorah has guided the award-winning creative efforts for client UPS, including the groundbreaking "What can Brown do for you?" campaign.

Who: Chris Wall What: Partner and co-creative head Where: Ogilvy, New York Why: With the recent retirement of Rick Boyko, Wall has assumed more of a leadership role at Ogilvy, but he will continue to work his magic for client IBM.


Who: Patty Lund What: General manager Where: UpStart Communications, Emeryville, Calif. Why: Lund has helped UpStart add major accounts such as Cable & Wireless, Citrix and Novadigm to existing customers Novell and Sun Microsystems.

Who: Paul Rand What: Managing director Where: Ketchum, Chicago Why: The founder and CEO of Corporate Technology Communications, Rand moved up quickly after Ketchum bought his company. He now leads Ketchum’s global technology practice.

Who: Al and Laura Ries What: Authors of "The Fall of Advertising and the Rise of PR" Where: Ries and Ries Inc., Roswell, Ga. Why: The oft-quoted Al Ries and daughter Laura made a big splash with their latest book, which focuses on an often-overlooked piece of integrated marketing campaigns—PR.

Who: Mark Shadle What: Exec VP-managing director Where: Edelman, Chicago Why: (see profile, page 22)

Who: Al Tortorella What: Managing director-global corporate practice Where: Ogilvy Public Relations Worldwide, New York Why: Tortorella has worked with a number of top brands, including AT&T, Bank of America, General Electric and McDonnell Douglas. He is Ogilvy’s foremost expert on crisis management and media.


Who: Michael Della Penna What: Chief marketing officer Where: Bigfoot Interactive Inc., New York Why: Della Penna has championed Bigfoot’s expanded e-mail and interactive marketing services to help position the company among the industry elite. Through his work with industry associations, he has had an impact on industry best practices and legislation.

Who: Jay Fiore What: Director-marketing Where: eBay Business, San Jose, Calif. Why: Launched in January, eBay Business has started putting its own spin on b-to-b online auctions. The company has invested millions of dollars in a vertical markets ad campaign.

Who: David Hirsch What: Director-B2B Vertical Markets Group Where:, New York Why: (see profile, page 18)

Who: Bill McCloskey What: President-CEO Where: Emerging Interest L.L.C., New York Why: One of the pioneers of rich media, McCloskey has positioned his company as a third-party resource to connect marketers with appropriate technology vendors.

Who: Paul Schulz What: Senior VP-marketing and general manager-online business Where: Overture Services Inc., Pasadena, Calif. Why: Some analysts claim that Overture has a bigger b-to-b footprint in search than Google does. Schulz manages the company’s online business as well as its corporate and advertiser marketing.


Who:Marc Benioff What: Founder-CEO Where:, San Francisco Why: Benioff and his company not only lent credibility to the ASP model for CRM, but they are changing the way companies deliver applications and services to other businesses.

Who: Robb Eklund What: VP-CRM product marketing Where: Oracle Corp., Redwood Shores, Calif. Why: Oracle’s pending hostile bid to take over his former employer PeopleSoft has made Eklund’s job interesting. In the few months he’s been with Oracle, he’s overseen the launch of new enhancements to its CRM suite.

Who: Greg Erman What: President-CEO Where: MarketSoft Corp., Lexington, Mass. Why: Erman raised $70 million in venture capital to start a software company to help organizations connect marketing efforts with sales results. Today, MarketSoft is a leader in the enterprise marketing arena.

Who: John Grozier What: VP-CRM product marketing Where: SAP America Inc., Newton Square, Pa. Why: Grozier helped SAP launch its latest CRM suite last month, moving the software to a new level by providing end-to-end processes that meet industry demands.

Who: Brian Kelly What: Exec VP-product strategy Where: Kana Inc., Menlo Park, Calif. Why: Formerly the exec VP-products at Broadbase Software, Kelly this month joins Kana to help develop product strategy for its best-of-breed eCRM applications in key vertical markets.

Who: Anurag Khemka What: VP-general manager Where: Pivotal Corp., Vancouver, B.C. Why: Pivotal bought MarketFirst, founded by Khemka, last October and immediately became a force to be reckoned with in the enterprise marketing management space.

Who: Robert McLaughlin What: Co-founder and exec VP-product marketing Who: Aprimo Inc., Indianapolis Why: (see profile, page 21)

Who: Ellen Olson What: Senior VP-worldwide marketing Where: E.piphany Inc., San Mateo, Calif. Why: Appointed to her post in March, Olson is in charge of marketing one of the most advanced and complete CRM suites in the space.

Who: Tom Siebel What: President-CEO Where: Siebel Systems Inc., San Mateo, Calif. Why: The company continues to be the clear leader in packaged CRM systems and predicts its market share will grow as packaged software becomes more popular than custom implementations.

Who: David Thacher What: General manager-CRM Where: Microsoft Business Solutions, Redmond, Wash. Why: Soon after Thacher helped Microsoft launch its first CRM suite in January, the brand became a force in the competitive field.


Who: Randy Delucci What: Director Where: Coalition Against Unsolicited Commercial E-Mail Why: Led by Delucci, the former director of customer service at MSN Hotmail, CAUCE is an ad hoc organization of some 30,000 e-mail users. The group has become a force in calling for constructive laws against spam.

Who: O. Burtch Drake What: President-CEO Where: American Association of Advertising Agencies, New York Why: Although most multinational agencies belong, more than 60% of Four A’s membership bills less than $10 million per year, meaning the trade group is looking out for virtually everyone.

Who: Gordon Hughes What: President-CEO Where: American Business Media, New York Why: Under Hughes’ leadership, the ABM keeps expanding. Its roster now totals 224 members representing 1,200 publications, 1,350 Web sites and 850 trade shows and events.

Who: Rick Kean What: Executive director Where: Business Marketing Association, Chicago Why: Educational resources remain a strength of the BMA, and Kean recently established a partnership with Jones International University to provide online business classes to members.

Who: Robert Liodice What: President-CEO Where: Association of National Advertisers, New York Why: As the new chief of the ANA, Liodice has bolstered resources by adding more conferences and special programs to help members weather the economic storm.

Who: Timothy J. Muris What: Chairman Where: Federal Trade Commission, Washington D.C. Why: The FTC and Muris find themselves in the middle of many issues that concern b-to-b marketers. Stricter enforcement of existing rules demonstrates the FTC isn’t afraid to use its increased resources.

Who: John Nolan What: Deputy Postmaster General Where: U.S. Postal Service, Washington D.C. Why: (see profile, page 22)

Who: Michael K. Powell What: Chairman Where: Federal Communications Commission, Washington D.C. Why: Under Powell’s direction, the FCC has established a National Do-Not-Call Registry that’s intended to reduce unwanted calls to both consumers and businesses.

Who: Greg Stuart What: President-CEO Where: Interactive Advertising Bureau, New York Why: Stuart recently introduced four standardized Internet ad formats that make advertising creative more consistent.

Who: H. Robert Wientzen What: President-CEO Where: Direct Marketing Association, New York Why: Under Wientzen’s leadership, the DMA has taken a leading role in lobbying on legislative and regulatory issues that could affect direct marketers. He remains an outspoken advocate for DMA members’ rights, as well as for ethical and professional standards.


Who: Wilma Jordan What: Founder-CEO Where: The Jordan, Edmiston Group, New York Why: With keen insight into the media world, Jordan puts her investment bank’s money where her mouth is by investing in burgeoning print, Internet and broadcast properties worldwide.

Who: Jim Nail What: Senior analyst Where: Forrester Research Inc., Cambridge, Mass. Why: Not many analysts keep tabs on developments in e-mail and Internet marketing as well as Nail does. His 15 years of ad agency and direct marketing experience give his research added authority.

Who: Geoffrey Ramsey What: Co-founder and CEO Where: eMarketer Inc., New York Why: (see profile page 22)

Who: Don Schultz What: Professor of integrated marketing communications Where: Northwestern University, Evanston, Ill. Why: The father of integrated marketing—he coined the phrase—continues to challenge companies and agencies to rethink marketing as a constantly changing, dynamic process.

Who: Harry Watkins What: Research director, customer relationship management Where: Aberdeen Group, Palo Alto, Calif. Why: Watkins always seems to be ahead of the curve when it comes to predicting which technologies and companies will survive.

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