The 12 Powers of a Marketing Leader...2017/03/31 · (Kohli & Jaworski, 1990; Narver & Slater,...
Transcript of The 12 Powers of a Marketing Leader...2017/03/31 · (Kohli & Jaworski, 1990; Narver & Slater,...
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FS Forum 29.3.17
The 12 Powers of a Marketing Leader
Patrick Barwise
London Business School
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Customer-focused organisation
Marketing budget
Advertising
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$$$
$$$
Overall customer
experience
Drivers of short- and
long-term performance
ST Performance
LT PerformanceBrand Equity
What do we know about
marketing’s wider effectiveness?
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• Companies succeed by profitably meeting customers’ needs
better than the competition
(Kohli & Jaworski, 1990; Narver & Slater, 1990)
• Executive remuneration is lower in firms with strong brands (Tavassoli et al, 2014)
• Having a CMO in the top team and an influential
marketing department does help drive business
performance (Germann et al, 2015; Feng et al, 2015)
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BUT
• Most marketers have limited business impact and
career success
• Marketing (customer focus) is important but
marketers often aren’t
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The Research
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• 1,232 senior marketers: self assessments
• 7,429 executives: 360-degree assessments
• 100+ depth interviews
The three gaps
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Trust gap
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Photo credit: guardianlv.com
Power gap
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Photo credit: Pixabey
Skills gap
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The three gaps
Trust
Power
Skills
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B2B vs B2C
<1%
Personality
<5%
Leadership
Skills
~55%
Company
~25%
Gender
<1%
Contribution to the explicable variation in senior marketers’ business impact
Functional
skills
~15%
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BOSS
PEERS
TEAM
SELF
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The Value Creation Zone
Customer
needs
Company
needsV
Zone
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Mobilize your boss
1. Tackle Only Big Issues
2. Deliver Returns, No Matter What
3. Work Only with the Best
Business
Impact
Career
Success10%
12%
1%
23%
10%
3%
2%
15%
Relative contribution of each power to the explicable variation in marketers’
business impact and career success
Mobilize your colleagues
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Photo credit:: Dan Dickinson via Compfight
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Source: Quickmeme.com
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Mobilize your colleagues
Business
Impact
Career
Success
Relative contribution of each power to the explicable variation in marketers’
business impact and career success
4. Hit the Head and the Heart
5. Walk The Halls
6. You Go First
3%
13%
6%
22%
7%
13%
12%
32%
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Distinctive skills
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Trust: Forgiveness–not permission
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Mobilize your team
Business
Impact
Career
Success
Relative contribution of each power to the explicable variation in marketers’
business impact and career success
7. Get the Mix Right
8. Cover Them in Trust
9. Let the Outcomes Speak
20%
4%
6%
30%
7%
3%
9%
19%
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Mobilize yourself
Business
ImpactCareer
Success10. Fall in Love with Your World
11. Know How You Inspire
12. Aim Higher
18%
2%
5%
25%
9%
12%
13%
34%
Relative contribution of each power to the explicable variation in marketers’
business impact and career success
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Trust Power
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marketingleader.org
• Leadership Quiz
• Leadership Profile Test