Marc Macaluso Email & Phone Number

Florence, Ky

Provides leadership and vision for the company's Marketing and Sales functions; ensuring their alignment. Accountable for the profitability of the organization. Manages the research and strategic planning processes, in addition to company website and client acquisition. The goal of NKY Speech and Language Services is to provide caring, compassionate and professional speech pathology services that identify and address the individual needs of each client and their families.

Crestview Hills, Ky

BUA311 Details: Intro to Marketing; 3 Credit HoursCourse Description: Prerequisite: BUA 105 or 201. Recommended prerequisite: PSY 105. A survey of the marketing function in a capitalistic economy, with emphasis on the planning, pricing, promoting, and distribution of goods and services to satisfy customer wants, the relationship between marketing and other organization functions, the importance of the consumer, and the effect of government regulations.Discipline: Business AdministrationAdjunct Professor teaching traditional students in both a day and night class format.The Thomas More University College of Business is dedicated to providing students with a high-quality education that integrates values into everything the college does. Through a commitment to personalized attention, students are challenged to discover their purpose and use the knowledge they have learned to become leaders who make a difference in the world.https://apps.thomasmore.edu/CourseSchedule/Home/Course?courseCode=BUA%20%20311

Florence, Ky

We are focused on using data to understand context, emotion and the needs of our Customers. We ask and then test; helping them accomplish their goals. By putting the Customer first, we optimize the completion of our business objectives! We want to know: What are the devices and channels our Customers prefer? What are they doing, thinking and feeling? How do they want to feel? How do we make them feel? What information do they need to make a decision? If we are focused on helping Customers make good decisions to accomplish their goals, we’ve done our job. These fundamental CX concepts influence their overall feeling toward our brand or product. We see that CX is about creating memorable experiences that drive brand perception, return visits and purchases.

Redwood City, California, United States

The Oracle Executive Team takes Customer Experience seriously, and is dedicated to hearing and learning from their Customers’ experiences using their software products. To enable this exchange of information they formulated the Customer Advisory Board (CAB) structure; permitting periodic meetings of the board members. They are constructed from the employees of Customers directly engaged in implementing and operating their core products and services.While employed by Emerson, I had the opportunity to play a defining role in the product direction for Oracle CRM On Demand cloud service. I was personally responsible for implementing and deploying globally for over 400 users. By participating in the CAB, I had an exclusive opportunity to provide input directly to Product Management about Oracle solutions, roadmaps and strategy. Additionally, I was able to network with other members of the CAB. Furthermore, as a Team, we were able to leverage the collective knowledge and experiences of everyone attending regarding their adoption of Sales Automation in the Cloud.https://blogs.oracle.com/cx/customer-experience-strategy/page/41

Acquisitions brought new businesses into the fold, each with its own legacy website property, a new trend emerged – the consolidation of websites; requiring new sets of tools and techniques to ensure an orderly transition so the Customer Experience (CX) is seamless. In time, we learned that less is more – Customers don’t want to hear about us, they wanted digital information about the products we produce. So, the focus didn’t change so much as it became increasingly important, to the point where the website we deploy today is 95 % enhanced digital content about our products – specifications, .pdf data sheets, 3D CAD, instruction manuals, wiring diagrams, performance charts, and more – the kind of insights and information that users spend 5X the amount of time perusing than they do the site overall.

We turned back inside the organization to build the backend with Enterprise Resource Planning (ERP), Product Lifecycle Management (PLM) and Order Management System (OMS) systems to shore up the reliability of the information our Customer facing sites and tools were projecting. We understood that our digital reputation was predicated upon the credibility of the information we were providing to meet the stated needs of our Customers. We found ourselves living in a glass house!We extended further into the spaces of Customer Relationship Management (CRM) and other Cloud solutions, to better interconnect our Engineering, Customer Service, Marketing and Sales silos with digital tools. This was done with the understanding that a 360 degree view of the Customer was essential for a world increasing going digital, but still with roots in traditional channels of interaction.

Working for a B2B then were heady times, as there was a presumption that all brick and mortar companies would be out of business without internet technology. Our response was to build it and they will come. We were partly right, and while we did seek the voice of the Customer on our journey, there was perhaps not enough of it to make all the right moves. We’ve learned a lot since, and are now seeing domains such as User Interface (UI) and User Experience (UX) emerge, as critical to the success of our initiatives. We pressed forward with digitizing product information, including photography, soft copy literature, informative engineering and marketing copy for our Customers to consume, well before Search Engine Optimization (SEO) became the art and science that it is today - this is our organizational DNA and we were putting it out for public consumption. Then, the development of digital applications to access information was essential, as the vast amounts of digital content grew larger and larger; tuning tools to the different roles of the Customers we serve – what we now refer to as Personas.

My journey in Digital Marketing began in the early years of the world-wide web, what we now refer to as the Internet; accessing primitive content using Mosaic, the first graphical user interface a precursor to Netscape, now known as Firefox. The early incarnations of websites were accessed by internet protocol (IP) addresses, and while the browsers could access pictures and colorful material, there wasn’t much content of that sort to view. IP’s gave way to .com’s and this is the path that my career has led me.After tinkering around with intranets at work, we began to see interest and traction so far as how inter-connected computers made work easier and people more productive. This then became my passion – joining the needs of users with the technology solutions to simplify their often mundane jobs. As we looked outside our organization to the Customer, engaging in projects involving extranets and ultimately internet websites became defining progressions in the development of user experiences across our business.

Managed the financial planning and analysis for a multinational industrial mechanical equipment subsidiary serving the power transmission industry. Headed up the financial operations for a six-plant manufacturing operation, focusing on the Browning, McGill, Morse, and Sealmaster brands. Performed M&A activities related to the acquisition of the Jaure and Kop-Flex coupling brands. Implemented perpetual inventory methods at all warehouse facilities, leading to a 99.99 % accuracy rate for on-hand balances, saving 100's of thousands of dollars in inaccurate physical inventories. Implemented Division-wide PC networks; reducing headcount by 10 % based upon improved efficiencies.

MGMT 318 - E-Business StrategyAn overview of e-business from design to operations of organizations engaging in the fast-paced highly competitive, global environment of e-commerce. Topics include the impact of e-business, strategic use of Information Technology (IT) for competitive advantage, e-business impact on organization, globalization, and the impact on options created through applied IT. It is designed for students pursuing leadership roles in defining IT policy and strategy.MGMT 418 - Knowledge Management And Business IntelligenceThis course explores the theories, strategies, methods, and tools for managing organizational knowledge and making business decision more efficiently and effectively through utilizing intelligent Information Systems (IS) in a fast-paced, highly competitive, global environment. Topics include decision making process and modeling, decision support systems, expert systems, artificial intelligence, data mining, knowledge representation and reasoning.

Mba, 3.8

AACSB-accredited

Bs, Accounting & Business Administration With A Concentration In Economics, 3.1

AACSB-accredited