Post by account_disabled on Dec 27, 2023 6:09:30 GMT 1
The position of CMO , whose relevance has had to deal with many setbacks in recent times, has resisted surprisingly well the onslaught of the crisis emanating from COVID-19. According to a recent study by the consulting firm Clear , more than half of marketing directors say that their influence has spread its wings in recent months. And only 5% of CMOs confess to having seen their influence diminished at a corporate level. Even so, marketing directors would do well not to rest on their laurels , especially when they have to deal with the tension (increasingly pronounced) between the long-term objectives that they insist on promoting and the short-termism that they insist on promoting. other colleagues within the same company demand. The short-termism imposed by other departments is causing CMOs to necessarily relegate the fight for talent to the background , which is absolutely crucial in nature, on the other hand, in the shift of marketing towards data and technology.
In any case, and leaving aside the corrosive short-termism that often poisons the strategies of marketing directors, the truth is that 89% boast of having some control and influence in defining the business objectives of the Phone Number List company to which it provides its services. And quite a few CMOs work, in fact, side by side with CEOs when it comes to setting business objectives (where data-driven marketing today enjoys absolutely capital importance). Less than 20% of senior marketers aspire to hold a CMO position The direct access of CMOs to CEOs ensures that their objectives are somehow aligned with those of the organization as a whole and quells the flames of an eventual premature burnout syndrome . In any case, when talking to the C-Suite, communications directors must display absolutely excellent communication skills. There is no point in swearing and perjuring that the brand is stronger than ever when the numbers say otherwise. CMOs must use the same language as the C-Suite to assert their influence there.
CMOs are in any case more confident than other managers in their own position . Only 53% of C-Suite managers outside the marketing department (chief customer officers and chief experience officers, for example) believe that their strategy is perfectly defined. On the other hand, and although the data challenge necessarily forces CMOs to have their eyes and ears wide open to recruit the best talent at their side, only 14% believe that it is a priority to attract and retain talent in these moments. In addition, another problem is added to this: the many deficits from the branding point of view of the CMO position. In fact, less than 20% of senior marketers aspire to climb the corporate ladder to ultimately assume the position of marketing director (which therefore does not seem attractive enough within their own department). Perhaps to give the CMO position more "sex appeal", its multiple burdens would have to be alleviated in some way. Not in vain, 60% of CEOs believe that marketing directors should have the support of third parties to shape the "customer experience.
In any case, and leaving aside the corrosive short-termism that often poisons the strategies of marketing directors, the truth is that 89% boast of having some control and influence in defining the business objectives of the Phone Number List company to which it provides its services. And quite a few CMOs work, in fact, side by side with CEOs when it comes to setting business objectives (where data-driven marketing today enjoys absolutely capital importance). Less than 20% of senior marketers aspire to hold a CMO position The direct access of CMOs to CEOs ensures that their objectives are somehow aligned with those of the organization as a whole and quells the flames of an eventual premature burnout syndrome . In any case, when talking to the C-Suite, communications directors must display absolutely excellent communication skills. There is no point in swearing and perjuring that the brand is stronger than ever when the numbers say otherwise. CMOs must use the same language as the C-Suite to assert their influence there.
CMOs are in any case more confident than other managers in their own position . Only 53% of C-Suite managers outside the marketing department (chief customer officers and chief experience officers, for example) believe that their strategy is perfectly defined. On the other hand, and although the data challenge necessarily forces CMOs to have their eyes and ears wide open to recruit the best talent at their side, only 14% believe that it is a priority to attract and retain talent in these moments. In addition, another problem is added to this: the many deficits from the branding point of view of the CMO position. In fact, less than 20% of senior marketers aspire to climb the corporate ladder to ultimately assume the position of marketing director (which therefore does not seem attractive enough within their own department). Perhaps to give the CMO position more "sex appeal", its multiple burdens would have to be alleviated in some way. Not in vain, 60% of CEOs believe that marketing directors should have the support of third parties to shape the "customer experience.