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Here's a scenario many of us have experienced: The CEO sets the revenue goals in the annual business plan; the plan is handed down; and the business units scramble to make the numbers. Only one thing is wrong: We don't know how the decision was made about what matters. Deciding what matters leads to solid criteria development. Deciding what success looks like will drive what matters. There is a link between what matters in a general sense and what matters to your business unit or organization. Follow these four steps to figure it out.

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Here are five essential areas of any email marketing program that are worth poking around in. Turn over some rocks, and don't hesitate to dump anything you discover underneath that shouldn't be there. In the spirit of spring, let's do some email cleanup.

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As much as we would all like to believe that we're masters of our own destiny, the unfortunate truth in business is that growth stalls. Over the course of a decade, more than half of companies stall... and that's in normal economic times. Given what we're facing now, how should companies respond?

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The need to better align the sales and marketing organizations is generally well known. They are connected through their shared roles in motivating customer-purchase activities and divided by different cultures that concentrate on distinct portions of the customer-purchase funnel. There's no doubt that alignment is good, but what must you ultimately accomplish to drive performance and profitability?

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Marketers talk about asking for feedback all the time. Yet, few marketers take the time to really engage with subscribers on any level. That's why BettyCrocker.com stands out.

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Measuring your natural-search performance is definitely a good idea. However, establishing goals for your natural-search program is what will help communicate direction for the program and serve as a guide for measuring overall success. The challenge lies in establishing realistic goals in an achievable timeframe.

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You get it. Email needs to be relevant, timely, and personalized, and it has to arrive in the inbox—not the spam folder. When an email renders, it should load images perfectly, guide the eye through stunning, effective design that drives subscribers to convert—download, purchase, whatever. But effective one-to-one marketing is more than just email.

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Harnessing the power of customer insights throughout your organization produces a powerful, ongoing interactive connection with key constituents that competitors can't duplicate. Beyond the clever words and attention-getting visuals, the connection with the customer truly engages. When the product has been reviewed, when the ad is over, it's the feeling that remains that makes the sale and keeps the customer. If your marketing is based on customer insights, it's likely that your customers are going to feel understood—and therefore good about themselves. That's the feeling that will build the brand and drive sales.

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Before you ask me to go to work for you, go to work for yourself. When you've implemented the suggestions above, I'm more receptive to helping you connect with your next job opportunity. But I don't have time or inclination to work with job-seeking networking spammers. Heed the lesson of the online social networkers: "It's the relationship, stupid." You won't stay unemployed forever. But the work you put into documenting your accomplishments online and taking an interest in others in your field is a long-term investment in yourself.

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Marketers today understand that consumers think, feel, and react in ways different from June Cleaver some 50 years ago. We use descriptors like fickle, indecisive, and disloyal to describe the modern consumer. Just what do these terms mean? Mainly, they mean that consumers have too many choices—multiple brands, brand extensions, and sub-brands—and too much stimulation, especially online, making it nearly impossible to predict their next move. And yet, marketers continue to spend hundreds of millions of dollars on segmentation analysis and other research, hoping to understand and predict the behavior of these fickle consumers. It's as though they're still chasing June Cleaver when neither her modern counterparts nor today's consumerism as a whole bear any resemblance to the past. So what can marketers do? They can start by grasping the profound societal and technological changes that define today's new consumerism.