CMG Partners CMOsAgenda3

8/6/2019 CMG Partners CMOsAgenda3

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The CMOs Agenda is an annual body of workproduced by CMG Partners that gauges,probes and shares with the marketing communityinsights we have gathered through in-depth, one-

on-one conversations with marketing leaders. Thepremise behind the research is simple: explore themost pressing issues that are on the minds of lead

marketers.

By engaging over thirty lead marketers from variousindustries in deep conversations, we attempt toreach those fundamental points that resonate with

the entire marketing community. Although the topicswe explore with each marketing leader essentiallyremain the same, each conversation leads to its

own spirited discussion that digs to the core of theissues, struggles, accomplishments and trajectories these CMOs face and see themselves meeting in thefuture. As we review these discussions collectively,certain common issues rise to the top, themesdevelop and trends unfold, giving us a fascinating perspective on such a broad and diverse eld of practice.

In this, our third annual CMOs Agenda study, weexplore a number of topics, including:

What is the role of the marketing leader?

How to enable focus and deliver results?

What are the traits of successful marketing leaders?

What are evolving trends that may reshapemarketing?

Across all of these areas, an underlying theme wasrevealed that struck a chord with us: innovation.

Innovation in this sense speaks less to product orservice advancements and more to a willingness

to challenge existing paradigms by activating onesown insatiable intellectual curiosity to challenge why

things are done they way they are today. We heardmarketing leaders address this in the context of theirmarket models, their organization structure and the

tools and technologies they leverage. Even though

the ways in which innovation was manifested by ourinterviewees varied greatly, they all can be seen asan encouraging sign for the practice of marketing and its overall impact on business success.

The Role of the Market ing LeaderWith this CMOs Agenda study, we continued toexplore the nature of the role of the marketing leader. One of things that we advocate to our clientsis to continually pulse the market to ensure that thecourse they have chartered is correct, and if needbe, course correct quickly. It just so happens that in

this case we are taking a dose of our own medicineand correcting course ourselves.

Our past research identi ed and introduced aconcept built on the premise that marketing leadersneed to be transformative and offered the termChief Transformational Of cer to embody thisrole. During this phase of research, we concept

tested the notion of Chief Transformational Of cerand discovered that it may not be appropriate for anumber of reasons, including:

1. The term transformation Transformationimplies an act at a point in time, whereasa marketing leaders impact on thebusiness needs to be evolutionary innature. Additionally, the notion thatmarketing leaders need to transform theirorganizations to be successful is certainly inquestion.

2. Realm of control We hypothesized thathaving P&L ownership was a criticalsuccess factor, but we learned throughour most recent conversations that thisis not necessarily the case. Although P&L

ownership may elevate the position within the organization and provide a stronger voicefor the marketing leader at the executive

table, we found a number of marketing leaders that do not have P&L ownership butare still making signi cant positive impactson their organizations.


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More importantly, we revisited the fundamentals of the role of marketing leader and what we learned(and give considerable weight to) is that marketing needs to be the voice of the market to ensure the

organization is evolving. To this end, we captured keylearnings from our group of marketing leaders whowere instrumental in driving efforts that ensured

their organizations evolution, including:

An obsession with the customer: Based on the adage that information is power, themost progressive CMOs recognized theimportance of having a deep understanding of their customers and their pain points.

A healthy dose of innovation: The most

forward-thinking marketing leaders wespoke with were not taking the perspectiveof incrementally improving a product orservice offering, but rather were searching for the critical customer pain points and re-imagining their market model to increasevalue delivery and capture across allstakeholders.

Organizational currency: Our marketing leaders understood the importance of having healthy relationships with their crossfunctional peers, knowing that without it,organizational evolution would be stymied.

In our white paper ndings, we explore how marketing leaders have approached these areas, and in certaincases, provide vignettes of their experiences to helpbring their approaches to life.

Focus and Del iver ing Resul t sCertainly one of the elements on all marketing leaders agendas is how to prioritize and focus to

maximize the productivity of their teams and deliverresults. We delved into this topic with our groupof marketing leaders and what surfaced was aninteresting yin-yang relationship between having a clear plan linked to the overall business strategyand being agile and responsive to material shifts in

the marketplace. In the full ndings, we explore howmarketing leaders are approaching this challenge.

The Market ing Career LadderTwo of the more fun and thought provoking areaswe probed with our participants were the inherent

traits to be successful as a marketing leader and

the career progression of marketing leaders. One thing we discovered was marketing leaders are notshy in providing their opinions on the key traits forsuccess! Beyond this, we uncovered a few common

traits that our marketing leaders espoused as key tosucceeding in their roles:

Think and act like a business leader, not just a marketing leader

Have cross functional experience or a depthof knowledge

Have an inherent sense of intellectualcuriosity

Be strong team leaders

In our full white paper, we explore why these traits areimportant as well as our marketing leaders thoughtson the career progression for lead marketers.

The Future of Market ingThe nal area we probed with our group of marketing leaders was their view of the future of marketing.

As our team of marketing leaders looked into theircrystal balls, one theme emerged - technologydisruption. Technology disruption has impacted ourlead marketers in terms of the new channels thathave emerged, as well as the new tools that enable

them to be more informed and more scienti c in their efforts. In the white paper we explore how ourlead marketers are thinking about this technologydisruption and the opportunities and challenges

that this disruption presents to them.

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METHODOLOGYThe research was conducted primarily through telephone conversations and a handful of face-to-faceinterviews. A discussion guide was used to lead the discussion through critical business challenges, the roleof marketing within the organizations, the make up of successful CMOs, as well as the future of marketing

among other topics. Several associates within CMG Partners helped drive this research effort and extend their sincerest thanks to all of those who participated.

PARTICIPANT DEMOGRAPHICS

Participants by Industry Participants by Title

Consumer Goods10%

Healthcare10%

Telecommunications10%

Industrials10%

Technology13%

Financials20%

Consumer Services27%

CCO 3 %VP or SVP, Brand6%

VP or SVP, Marketing7%EVP, Marketing & Sales7%CMO77%


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The CMOs Agenda is an annual body of work produced by CMG Partners to gauge and probe what is on marketing leaders agendas through in-depth, one-on-one conversations. In our rst body of work we discovered andintroduced the concept of Chief Transformational Of cer (CTO) as a descriptorfor a group of marketing leaders who were making a signi cant impact within

their organizations and ultimately in the marketplace. In our second bodyof work, we probed deeper into this concept of CTO and identi ed a spanof reach and control within organizations that impacted marketing leadersability to drive change for the betterment of their organizations marketposition.

In this most recent study, we tested this concept of CTO to gain marketing leaders perceptions of tand appropriateness. Candidly, the concept of CTO was intended to be somewhat provocative as well asinspirational, and not surprisingly, we found a range of opinions and perceptions on this concept.

EXHIBIT 1: Reaction to CTO

What we took to heart, beyond the implication that consultants tend to use consultant speak, is that theapplicability of this title to marketing leaders may not be appropriate. The notion that marketing leadersneed to transform their organization to be successful is certainly in question.

So what is the role of the marketing leader? Undoubtedly, the role ishighly based on the situation the industry, the organization structure,where the company resides on the growth curve, and certainlymarketings realm of responsibilities to name a few. Regardless of

Ask15CEOs and you wget15different answer

Agree Yes ,BUT . . . D isagree The CMO needs tohave a handle on entire

business and add valuein a way that makes

the role uniquely able toshape the destiny of

the company focus on delivering value.

Its all about taking anentrepreneurial view andtaking ownership. It makes perfect sense.Growth, profit, and volumemust always be top of mind.

You have to ensure thatmarketing delivers against thebusiness objectives for thetransformation to happen.

A shift is necessary ifmarketing is going to add valueand own part of the business.Not every company needsthat. CTO I wouldnt

want that title, it feels self-important.

My role is to transformthe organization, but for truetransformation, it has to be a team effort. Im more likely to think of myself as chief imagination of cer.

Im not sure companiesshould be transformingconstantly evolving, yes.

I t implies a state thatsomething was not r ighand now is versus anongoing process. Theres a lot of baggassociated with transfTransformation implibut what happens whecomplete? B e l i e v e t h i s i s a c r o c k . . .c o n s u l t a n t s p e a k .

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ROLEof the

MARKETINGLEADER

- CMO, industrials industry


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these factors, our interview ndings and our experience points to a common objective and goal for themarketing leader:

The underlying tenet of this objective and goal is the ability of the marketing leader to ensure the organizationis evolving to meet the needs of the market faster than the competition by essentially acting as the voice of

the market for the organization.

EXHIBIT 2: Role of the Marketing Leader

Dissecting this further, we found three key factors that play into a marketing leaders ability to meet thisobjective and goal; an obsession with the customer, a healthy dose of innovation, and organizationalcurrency.

Obsess ion wi th the CustomerThe notion that marketing needs to be close the market is certainly not new or novel. What wefound interesting, however, was the varying degrees to which lead marketers are truly in touch

with the marketplace. We found that while we have a camp of marketing leaders that is obsessed withunderstanding its customers and is constantly in touch with them, we also spoke with marketing leaderswho rely solely on their sales channels, annual surveys, or syndicated data to understand their customers.

The challenge the marketing leaders who are more removed from customers face is that they are competing with information that most likely their competitors also have, obviously diminishing their ability to win in themarketplace. Additionally, these marketing leaders face the risk of being off the mark with new productdevelopment and/or their promotional focus. The more progressive marketing leaders we spoke withrecognize that developing a better customer understanding is where the strategic battle eld exists and

these leaders are obsessed with evaluating new ways to strengthen their customer understanding.

Supporting this premise, an interesting insight we gathered from a participant was, we dont let data

ORGANIZATION

Marketing isTHE VOICE OF THE MARKET

that ensuresorganizational evolution

I M P R O V E D E X P E R I E N C E

M A R K E T N E E D

OBJECTIVE

ensure theorganization is

positioned to win in the marketplace

GOALdeliver sustainable,profitable revenue

growth

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...the glue of the organization.- CMO, technology industry

...the spoke of the wheel.- VP, Marketing, healthcare industry

...the filter for the organization.- SVP, Marketing, financials industry

...the start of the value chain.- EVP, Marketing, consumer

services industry

MARKETING IS...


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dictate our innovation [this is the] best way to make more of what already exists. This marketing leaderchallenges her team to develop a deep understanding of their target customer. Marketing leaders need todrive themselves and their teams to ll in the gray area that exists beyond standard market data to generate

the unique perspective of what the potential innovation opportunities are.

EXHIBIT 3: The Customer Obsession Spectrum

A Heal thy Dose of Innovat ionWhile an obsession with the customer is certainly important, we noticed a key distinctionwith our interviewees in terms of what they were looking for and how they were approaching understanding the market. Those marketing leaders that were truly positioning their organizations

to win in the marketplace were not playing by the typical market rules.

In terms of what they were seeking, they were not onlylistening to the voice of the customer, but also wereattempting to understand what the customer was notable to voice or articulate but valued. As one of ourparticipants mentioned, his focus is where his customeris underserved, nding that something that is missing,

and driving differentiation via this outside of the box thinking.While this is a nuance of typical voice-of-the-market approaches,it is an important one, and requires a deep understanding of the customer mixed with intuition andexperience to bring it to life in plausible outcomes.

In terms of how these marketing leaders were viewing their markets, their perspective did not solely focuson product or service offerings but included re-evaluating their market models to deliver unique value. A fewgood examples that were shared include:

We focus to develop newcategories of products before customer realizes they have a

or before they ask.

We have 100+sales people and marketingalways getsfeedback.

We have openforums with salesand accountmanagementteams - we holdinfo sharingsessions andask them whats happening in themarketplace and we are surveyingin the field withconsumers.

We conductan annual brandawareness studyto serve as anindicator of brand health . . . customersatisfaction studiesare ongoing.

Eva luating

touchpoints and

where at each

touchpoint we

influence the

brand.

Constantly talking tocustomersand adjustingstrategybased on

feedback.

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- CMO, consumer services industry

REMOVED------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- INTIMATE


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In each of these situations, these marketing leaders challenged existing paradigms and took a unique point

of view of the marketplace. The rst reframed his organizations focus to the true customer need, while the latter two noticed patterns in broader systems that were incomplete and leveraged their organizationsassets to capitalize on the opportunities. These leaders were able to envision a better experience for theircustomers and ultimately developed new market models that were more bene cial to all stakeholders.

Understanding and identifying a unique opportunity to position the organization to win is one thing gaining buy-in and motivating the organization to execute is another animal entirely.

COMPANYCONSUMER SERVICES INDUSTRIALS FINA

EXISTINGMODEL

Marketing basketball tickets directly toconsumers

Marketing disparatecomponents sold throughintermediaries

Marketing undifferentiatedproducts sold through

intermediaries

CHALLENGEDriving incremental

ticket salesIncreasing product

throughputIncreasing preference fora perceived commodityproduct

APPROACH

Through understanding the customer, hediscovered thatcustomers were notseeing the offering as only a sporting event, but also asentertainment. Byreframing what thecustomers needswere, they focused

their efforts on the total entertainmentexperience. One suchchange resulting from

this understanding included bolstering pre-,during- and post-gameactivities to engage theiraudience.

Through evaluating thecustomer experience -putting himself in theirshoes - he discovered

the pain point customershad was in picking outdisparate products tomake the home of theirdreams. While improving individual productswas an opportunity toincrease revenue anddifferentiate from theirpeers, the more impactfulopportunity was indeveloping prepackagedofferings that alignedwith speci c segments

tastes and desires.

Through evaluating theircustomers day-to-dayactivities, they wereable to identify areassurrounding their offering

that would make theircustomers more ef cientin their daily pursuits.Essentially, this CMOand his organizationenabled their customers

to be more pro tableand through this effort,created differentiationand preference for theirsolution.

IMPROVEDMODEL

Marketing and delivering an entertainmentexperience.

Marketing pre-packedsolutions tailored tosegments needs.

Delivering services thataugment the core offering and make their customermore pro table.

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Given marketing leaders purview of the market, they are in a unique position to help shape the future of their organizations. Through an obsession with their customers, taking an innovative perspective of theirmarket model and creating the organizational currency to enable evolution, marketing leaders can deliveragainst the goal of ensuring their organizations win in the marketplace.

While winning in the marketplace is the goal in the long term, the biggest enemy of this effort cited by ourparticipants is the heightened pressure to execute and deliver results in the short term.

One of our participants aptly stated that her biggest challenge was how to juggle not losing sight of the big picture but execute in the short term. Thiswas a theme echoed by the majority of our participants and in many casesincluded the additional challenge of executing with fewer resources given

the current economic environment.

In one participants words, this delicate balancing act is one of reasons whyCMO tenure is short: they dont get the basics done but can do the big thingswell the basics are what get theresults and the job done. As dif cultas the challenge is in the real world,it essentially can be boiled down to

the balance between strategic focus and organization agility.

L O WH I G H

L O W

E V O L U T I O N A R YV A L U E D R I V ER S

I N C R E M E N T A LV A L U E D R I V E R

I M P O T E N TV A L U E D R I V E R

I M P A I R E DV A L U E D R I V E R

EXHIBIT 5: Value Driver Model

Prioritizing is one of the hardethings that leaders do.

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FOCUS andDELIVERINGRESULTS

- CMO, telecommunications industry


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Stra tegic FocusThere was a tried and true groupof marketing leaders that relied on

their organizations strategic plan and objectives todrive the marketing plan, prioritization and focus.

The bene ts of this approach are many, but areled by:

Providing focus on thecritical marketing levers

that will drive businessresults and contribute to

the strategic objectives.

Aligning the marketing organization to thestrategic objectives and

providing meaning to theactivities they are driving.

A good example of this approach includes a CMO in the health food industry who anchors her planning in the corporate mission and its focus on increasing loyalty among consumers. She evaluates everyopportunity in terms of its potential for growing customer loyalty and immediately walks awayfrom activities that do not deliver against this goal.While this may seem one-dimensional, the beauty

of this CMOs approach is just that its simplicityand the ease with which her organization canunderstand and act on it allows for instant focus andredistribution of efforts.

While the over-arching guide of the strategic planas a compass inherently makes sense, there is onecertainty: no one can predict the future.

Agil i tyThe challenge that most marketing leaders face is the balancing of being too tied to the strategic plan

and not being responsive to material shifts in the

market. How are marketing leaders approaching this challenge of being more agile?

Market insights: tying to our rst section and theconcept of being obsessed with the customer,being agile requires that organizations have apulse of the market.

Organization design: many of the marketing leaders we spoke to are organizing aroundsmall teams and providing autonomy to ensureresponsiveness. One CMO noted that this tact

helps ensure nimbleness in decision making.

To bring this to life, one of our participants whoseorganization is focused on differentiating andwinning based on the customers experience usescustomer service feedback to drive tactical actions.She has teams established to review and code theseverity of the issue and immediately begin work withoperations, qualitycontrol, customerservice and other

teams. Her goal is to help them makeservice adjustments

that rapidly protect thecustomer experience and

the brand.

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Everyone shouldknow what the

corporate objectivesare. I train myteam to explain

why something isimportant to thecompany - this is very empowering to

my team.

- VP, Marketing,healthcare industry

We thrive onchaos ratherthan planning

- VP, Marketing, telecom industry

Based on our interview ndings and our own experience, the right answer to enabling long-term focusand delivering short-term results is blending core strategic focus with organizational agility. Certainly, themarketing strategy needs to be linked to an overall business strategy that will enable the entire marketing

team to focus on and decipher what is critical to long-term goals. However, this focus will only optimallyproduce in the short term if it is built within an organization that is able to respond quickly to materialchanges in the marketplace. To enable this responsiveness, marketing leaders need to think about how

they are structuring their marketing organization along with having clarity on the key marketing informationand measures that are relevant to their business. Additionally, as we will touch on in the next section, itoften takes the right person with the right traits installing the right team to bring this to life.


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Two of the more fun and thought provoking areas we probed with ourparticipants were the inherent traits to be successful as a marketing leaderand the career progression of marketing leaders.

Trai t s of Successfu l Market ing LeadersAs one can imagine, marketing leaders are not shy as it relates to sharing

their opinion on what makes them successful! As we looked across therange of answers we received, four common traits surfaced:

Business Leaders, not Marketing LeadersWe were somewhat surprised to hear the number of marketing leaders

who stated that thinking and acting like business leaders was a key trait to be successful. As one CMOstated, the rst factor is thinking and acting like a business leader identifying and delivering businessresults. This same CMO went on to state that unless marketing leaders

think and act like this, they will never be taken seriously by the senior team. Underlying this sentiment is the fact that thinking and acting like abusiness leader helps to forge the trust with the executive leadership team

that is critical for marketing leaders to help their organization positionitself to win in the marketplace.

Tying into thinking and acting like a business leader was theexperience sets highlighted by our participants. Certainly depth in marketing was a key component, but themajority of our participants felt that having functional diversity, experience from different industries, and insome cases both were important traits for marketing leaders. From an operating perspective, many marketing

leaders noted experience in sales was critical to successgiven the closeness with which these functions work. OtherCMOs noted that an in-depth understanding of operationswere important. A few CMOs communicated that the bestmarketing leaders come up through the product marketing ranks a given considering the breadth of responsibilities aproduct manager owns. Ultimately this range of experiencehelps the marketing leader know what it takes to execute aswell as forge relationships with functional leaders.

In addition to functional diversity, a number of CMOs spoke of the bene t of having experience within differentindustries as an asset that is often overlooked. One of our participants espoused that limiting hiring decisionsfrom within an industry not only limits your talent pool, but also limits the degree of fresh thinking that isbrought into the organization. This sentiment was illustrated by a CMO that lived this path and explainedhow her new role bene tted from her past experience. She was hired to bring a strategic approach to hercompanys marketing effort and drew on experience from earlier in her career to re-launch the corporatebrand. She was able to think outside of the marketing paradigms of her current industry because of hervaried experience in other sectors and dislodge a few sacred cows from the marketing approach. Theresult was a far bolder brand positioning than the CEO had expected an approach that genuinely excited

the executive team and helped solidify the new CMO position as a trusted business advisor.

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THE MARKETING

CAREERLADDER

You have to understand theoperations and production be truly effective as a CMO

- VP, Marketing,consumer goods industry

B r e a d t h of experience

It means we have a broaderscope in our efforts because we have a broader view of what marketing is and does.

- CMO, healthcare industry


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Intellectual CuriosityIntellectual curiosity was raised by a number of ourparticipants as a key factor for success, speci cally as

it related to the customer. It is this curiosity and the willingness toexplore unchartered waters that arms marketing leaders with theinformation needed to differentiate from their competitive peers.This intellectual curiosity enables marketing leaders to innovate and challenge their existing marketing model, a point that was touched on earlier in this paper. Additionally, intellectual curiosity is not just limited

to the customer as we will explore in the Future of Marketing section of this paper, there are a host of new tools available to marketing leaders. To effectively leverage these tools requires both the desire andwillingness to explore and experiment to understand what is best for ones organization.

LeadershipThe words courage and confdence were frequently used by our group of marketing leaders to de ne the

traits that successful marketing leaders have. As we touched on previously, representing the true needsof the customer may require swimming against the internal biases thatexist within an organization. Just this seemingly simple act requires thecourage to ght this battle along with the con dence that this is theright decision. Additionally, the majority of the time marketing leadersare acting on imperfect or incomplete data, requiring a high degree of con dence to place a few big bets.

Certainly these traits are not exhaustive, but rather representative of what was top of mind from ourparticipants. In our opinion, these traits are solid building blocks that lay a foundation for success andposition marketing leaders for the next step in their career progression.

CMOProgress ionWhen we asked our participants about the next step in their career, we were surprised at some of the

reactions we encountered. One of our interviewees suggested that CMO is a dead-end job - that the skillsets acquired in the marketing profession simply do not lead to the corner of ce. Yet another expressed concern that manymarketing professionals are not strategic, hold a limited view of marketing and do not think like business leaders.

While this negative reaction was somewhat surprising from some of our participants, certainly it was not allgloom and doom. Other participants opined that the the best CMOs become CEOs.

Why this disparity in opinions? We believe it can be partiallyattributed to what one participant described as an identitycrisis that exists within marketing given the breadth of

responsibilities marketing encompasses. This identity crisismanifests itself as it relates to a marketing leaders experiencesets, with those having only marketing communication expertisehaving a perceived limited ability to impact the business and alimited runway in their careers.

We are not proposing that all marketing leaders should or want to move to the ranks of CEO, but for thosewho do, the path is not clearly paved. Even for those marketing leaders aspiring for the CEO role, the majority

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Marketing leaders need an unecuriosity with their customers

what drives them. - CMO, industrials industry

Marketing is an advocatefor the customer... and itsall about the customer.

- CMO, nancials industry

What does one do after being a CM? Retire and write a book?


Those who think about the business holistically,[are] flagrantly opportunistic,cutting edge, strategic and authentic -they can be the next great CEO.

- CMO, consumer goods industry


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were targeting a lateral move to a general manager or a nance leadership role to build out the experiencesets prior to being a prospective CEO candidate. In our opinion, if marketing leaders are able to truly move

the needle with their organizations ability to win in the marketplace, they will write their own ticket forwhatever their desired next career move may be.

Given the opportunity to speak with over thirty of lead marketers, we just couldnot pass up getting their opinion on where they saw the eld progressing.So, what is the future of marketing? What is the next big trend or discovery?These were some of the nal questions we posed to our participants. Notsurprisingly, technological advances were top of mind for our participants,including social media, mobile marketing, and data proliferation to namea few. As we listened to the CMOs discuss these technology advances, a

theme emerged: the disruption that technology is having on how marketing leaders and the function in general operate.

Marketers of yesteryear would have reveled in the ability to leverage the tools, data and channels that exist today. But guring out just how to deal with the complexities of the technology and the intimacy of the conversation have posed unforeseen opportunities and challenges foreveryone. What does this mean for marketing leaders?

Oppor tuni t iesEngagement and community buildingThrough social media, marketing leaders have anunprecedented ability to reach and engage theirstrongest asset: their customers. Undoubtedly, there is

the requirement to deliver against the brand promise of the offering. In social media, however, creating engagement and excitement requires participating in the dialog organically and connecting at a deeper,

values-based level while also delivering the unexpected, positive memorable experiences at times.

RelevancyMarketing leaders have the ability to narrow cast through not only reach but also location via:

mining their customer data to drive towards micro segments, or 1:1 marketing,

delivering more meaningful messages aligning to a particularindividuals values and interests,

and reaching the target customer at opportune times through mobilemarketing.

Innovation pipelineThere is no more ef cient way to engage, listen to, and learn from the market than via social and otheronline mediums. Marketing leaders now have the ability to leverage the proverbial gold mine of knowledge,learn from it, and act on it to drive innovation. There is, though, a nuance to this an underlying need todo it authentically and in a manner thatmakes customers feel as though theyare participating in an effort to createsomething meaningful.

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THE FUTURE F

MARKETI NG

Mobile and digital will beconorm while mass marketingbecome a thing of the past.- CMO, consumer goods

industry

Marketing 3.0is about collaboration and crowd sourcing a with your ecosystem... were not a machine that is p

but inviting and engaging our customers in inn- VP, Marketing, technology industry

We have to be speaking in a way that coa values level - in a human, authentic

- VP, Marketing, technology industry


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Chal lengesControl (or lack thereof)There is no question that social and online media have reversed

the direction of the corporate dialogue with the market,allowing customers to lead the conversation directly through

their own experiences. For marketing leaders, the implicationis their customer is now their strongest asset. Fostering thisasset in the new social order requires authenticity in setting,delivering against, and ultimately exceeding the customersexpectations.

Elevated expectationsThe more targeted and personal the message and the experience are, the higher the expectations arefrom the consumer. Now more than ever, marketers need to be the champions within their organizations

to make good on their customer promises, meeting orideally exceeding the needs of the customer. To enable

this, marketing leaders need to ensure they are monitoring and dissecting the conversation to discern trends fromonline consumer opinion acting as the voice of themarket to effect positive change and evolution within theirorganizations.

Organizing for successMore tools and channels implies more functional expertise added on top of the operating silos that existwithin marketing teams today. The challenge that marketing leaders face is staf ng and organizing forfunctional expertise, while delivering an integrated experience for the customer, and developing futuremarketing leaders.

While this technology disruption cannot be ignored given theopportunities it presents, the tools and channels enabled by itare not the end all, be all answer to winning in the marketplace.Rather, these technological advancements are just a few more

tools in the marketing leaders toolkit to help reach the goal. Themost important aspect for marketing leaders is to determinehow to harness these technologies in the ongoing effort todeliver sustainable, pro table revenue growth.

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Its now about evolution and revo- the power of the customer to ha

a voice[right now]. WOM has alwaysbeen important, but it is now a dr

force that you cant control.

- CMO, consumerservices industry

T he role of customer service will change

because of social media setting anexpectation of immediate response. - VP of Brand,

telecommunications industry

Tools come and go, but thefundamental question and goal

marketing has not and will not c



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At CMG Partners, we believe that marketing is an underleveraged asset and ultimately that marketing should be accountable for winning in themarketplace and delivering sustainable, pro table revenue growth. Throughour conversations with lead marketers and our own experiences, we havedeveloped a short list of thoughts to consider on your path to winning in themarketplace .

Challenge paradigms:Fueled by their intellectualcuriosity, progressive marketing leaders take a unique perspective of

their market to discover untapped opportunities. They challenge existing models and write their own playbooks to enable their organizations towin in the marketplace. Ultimately, they have the self-con dence to believein their vision and stand up for the customer within their organizations.

Choose battles strategically:Balancing long-term strategy and short-term tactical results, adept marketing leaders are able to set a vision and provide focus for their organizations based on the key levers thatwill drive business results and contribute to the organizations strategic objectives. They do this whileensuring that their organizations have a pulse of the market and are nimble enough to respond to shiftsin the market that are certain to occur.

Develop broad talents:The progressive marketing leader is more than a marketer; he or she is abusiness leader. Holding this position means having broad and diverse experiences as a marketing professional and marrying that expertise with a deep understanding of non-marketing functions, suchas nance, product development, customer service, production and even human resources from acultural perspective. Marketing leaders who bear this toolkit of experience sets and business acumen

are able to gain the trust and con dence of their executive peers as well as effectively bring their visionsand ambitions to life.

Experiment, move quickly and execute flawlessly:In todays uid market environment with the proliferationof tools at marketings disposal, progressive marketing leaders recognize that they do not have all the

answers and have the self-con dence to explore and test new tools and options. Harnessing thepower of both social media and improved pricing and research tools, these marketing leadersdo not hesitate to wade into the water, nd out what is most effective for their organizations and

put in a course of action that motivates their teams to test, learn, scale and drive improved results.

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THOUGHTS ON DELIVERING INCREASED VALUE:TODAYand TOMORROW


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Copyright 2011 CMG Partners www cmgpartners com

AuthorsKarl [email protected]

Beth RanzerSenior [email protected]

Brett SmithMarketing [email protected]

About CMG PartnersSince 1998, CMG Partners has helped clients capitalize onmarket opportunities and improve business results throughthe development and implementation of innovative go-to-market, brand, and communications strategies. We work withorganizations along the complete continuum of company,product, and customer life cycles, from helping identify,

evaluate, and exploit new market opportunities to refningand re-energizing existing businesses, brands, and strategies.

CMG Partners CMOsAgenda3

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