Tag Archives: CMO

The Myth Of Selling To The CMO – Forbes

The CMO is essentially the CEO of the marketing organization. Like a CEO, the job boils down to three things: set the strategy and vision, put the resources in place to execute it, and get out of the way. 

The first step is to meet with a person within the marketing organization who can become a champion of your solution. This person could be at any level. The key qualities of a capable champion are twofold: They are driven to advance within the company, and they have direct access to decision makers who can authorize a deal i.e. sign a check.

The next step is to equip them with the knowledge and materials (ammunition) to spearhead the solution and get it across the line. It’s incumbent on the sales rep and their support system to transform mere champions into a full-blown heroes. While your hero gets internal recognition, who gets recognized externally? It’s the CMO, of course, and rightly so. 

When the CMO brings a tactical solution to her team that requires execution, the incentives are completely out of alignment. Her team has very little incentive to make it succeed. Because if it’s successful, the CMO is the hero both internally and externally. No one’s getting a promotion. If it fails, the failure can easily be attributed to execution, for which the CMO is not responsible. 

Source: www.forbes.com

SPOT ON!

 

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The CMO.com Interview E-Book – Adobe

Source: www.slideshare.net

Just breeze through and find those nuggets of interest.

 

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The modern CMO: Going nowhere fast without technology | B2B Marketing

The modern CMO must now embrace an extended skillset that often creeps into the realm of IT, exploring new technologies from a marketing perspective. The challenges on marketing and IT agendas are, therefore, joined-up and concerned with technology strategy and consolidation. Marketing and digital strategies are closely aligned. They must take adoption techniques into account to improve business processes, adding yet another string to the modern CMO’s bow – change management. Understanding how the organisation and its employees must adapt and learn new skills is imperative to successful technology implementation.

The modern CMO and his/her team are working with IT to leverage and realise the true value of technology to improve their ROI. Previously, these two distinct disciplines and mindsets consisted of independent, siloed teams that lacked the ability to identify and capture revenue opportunities from a business-aligned perspective. The amount of data accrued by marketing programmes requires a comprehensive analytics platform to make sense of the data and turn it into useful insight. The relationship between marketing and IT seems to be an obvious and natural partnership. However, this newly found marriage is a must in order to utilise technology solutions for improved marketing agendas.

 

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Source: www.b2bmarketing.net

I wish…

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The Top Challenges Facing B2B Marketers – Profs

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Source: www.marketingprofs.com

MarCom? Really?

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[FREE] C-level 2016 Marketing Study | Black Ink Marketing ROI Software

Discover the compelling aggregated results from marketers such as Cleveland Clinic, Frito-Lay, Fruit of the Loom, Mutual of Omaha, Stanley Black and Decker, Toyota, and Walt Disney.

You will learn about their top priorities, obstacles, marketing
technology investments, budget allocations, and how company
culture can make a big difference to their ability to execute.

 

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Source: blackinkroi.com

Although geared towards B2C, its really applicable to all. Note #6.

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CMOs Finally Get Some Respect – Gartner

The narrative has shifted. CMO tenures, according to Spencer Stuart, have doubled to 48 months over the past decade. The CMO is finally getting the respect they’re due.

The CMO’s currency whose value has compounded most appreciably. The CMO’s currency is the customer—customer voice, value, valence and, often, the experience itself:

  • Customer voice combines direct, indirect and inferred feedback to provide insight into customer needs, motivations, goals, satisfaction and sentiment.
  • Customer value is the economics of a customer relationship, from the cost to acquire to cost to the serve, to purchase frequency, to order value and, ultimately, lifetime value.
  • Customer valence represents the positive and negative changes in these things over time
  • And the customer experience is the sum of every branded interaction, pre- and post-sales.

 

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Source: blogs.gartner.com

Bad timing by Jake Sorofman: see the previous scoop that notes a drop to 44 months from last year. See those four bullet points? Better have tangible attribution.

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Average Tenure Among Chief Marketing Officers Slips – WSJ

The average tenure for chief marketing officers working for the biggest brands in the U.S. fell for the first time in a decade, according to new research from executive search firm Spencer Stuart.

According to the firm’s annual study of CMOs from 100 of the top U.S. ad spenders, the average tenure for marketing chiefs fell to 44 months as of 2015, down from 48 months in the prior year. Spencer Stuart also found that nearly a third of the study’s CMOs were new to their job in 2015, the highest portion since Spencer Stuart began formally tracking CMO tenure in 2004.

The higher rate of turnover and short tenures are being driven by factors such as retirements, a record year of mergers and acquisitions when duplicate roles are often eliminated, and decisions by CEOs and boards to change marketing chiefs, said Greg Welch, a consultant in the Spencer Stuart Marketing Officer Practice. The mandate of the CMO has changed dramatically in recent years as brands look to reach consumers on digital platforms and leverage big data and new technologies in their advertising efforts.

 

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Source: www.wsj.com

Take a real good look at that last line of the scoop. Read between the lines: ATTRIBUTION!

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