Top Marketers Explain What Makes a Modern CMO – Chief Marketer

What makes a modern CMO successful in today’s business climate? The marketing manager asked several top marketers from some of the world’s biggest brands, from PepsiCo to Verizon to Qualcomm, to define the essential qualities and skills that aspiring CMOs should master on their way to success. continued C.

Chandar Pattabhiram, Marketing Director, Coupa:

Everything revolves around the C, M and O in CMO. It is about being a skilled communicator and mastering the art of contextual storytelling. For example, knowing how to adapt and communicate the story to different audiences, whether it’s your team, board, clients, community, peers, CEO, or others. The M is a motivator. It is important to develop original and authentic approaches to motivate employees and keep them inspired and engaged in the hybrid workplace. And finally, O is for orchestrator. Marketing managers need to master the skills of orchestrating strategy, tactics, and KPIs across all layers of marketing. This includes brand and corporate marketing, growth marketing, product and segment marketing, and customer marketing. Orchestration is essential to building a cohesive revenue marketing engine.

Frank Boulben, Director of Consumer Group Revenue, Verizon:

Listening skills. The past two years have demonstrated the critical need for connectivity via broadband and mobile as people search for ways to stay connected. These tools have served as a lifeline for sharing business-critical information and also for fostering relationships, from lengthy video calls to online virtual celebrations. As we continue to embrace “new standards,” the ability to keep our finger on the pulse and really hear what clients and colleagues are saying is imperative.

An innovative state of mind. What worked in the past to develop customers may not work now; companies must be able to adapt their strategies to today’s market and meet the needs of their customers by looking into new sectors, new partnerships and identifying continued ways of market growth. Innovation is an investment in the future and a way to continue to create and deliver new and better customer experiences.

Comfortable with technology. From diverse entertainment offerings and new home office solutions to advanced cybersecurity for an increasingly digital world, marketers must quickly embrace emerging platforms and technologies to effectively meet evolving consumer needs. As you may know, we are expanding our 5G network capabilities. In fact, Verizon’s 5G service now covers two out of three Americans, and our network is consistently ranked among the best for overall performance and reliability, according to RootMetrics. We are future proof; ensure that our network will be transformative for our customers and partners so that they can fully benefit from it now and in the future.

Ryan Pitylak, Co-Founder and Marketing Director, ZenBusiness:

In today’s climate, modern marketing managers need to have a strong analytical mind and understanding of marketing data. This will allow them to understand how each marketing channel and each campaign attributes to sales and revenue.

Second, marketing managers need to have a solid understanding of what drives effective marketing so that they invest in channels that generate the right balance between short-term customer acquisition and long-term benefits for building. of the brand.

Finally, there is the responsibility for revenues. It is the role of the Marketing Director to be responsible for the revenue drivers, which include new customer acquisition, average order value and customer retention.

Susan Somersille Johnson, Marketing Director, Prudential Financial:

The first is simple: a relentless focus on the customer. Curiosity is so important because you have to really want to know the customer and understand them deeply. I learned this by traveling and leading marketing around the world. As I was going to different countries, I had to develop a curiosity for the culture and the way people think and what their behaviors are. The second for me is technology, data and analytics. And then the third is creativity. This is still the key; creativity will always be important in marketing.

Scott Finlow, Global Marketing Director, PepsiCo Foodservice:

Empathy. If COVID has taught us anything, it’s that we need to understand and help people, our employees, our customers and our consumers too. The degree of change and the constant dynamism of the world in which we work and live creates unprecedented stress for our companies, our customers and our teams. A CMO should be the primary voice of consumer and culture in an organization and guide the changes needed to address it, both externally and internally.

Agility. The pandemic has also taught us that our ideas, plans and forecasts are less certain. Agility and the ability to keep teams focused on a strategic vision in times of crisis are essential skills for a modern CMO. For example, as online orders and deliveries exploded, we forged new partnerships in the Ghost Kitchen space to launch Pep’s Place, the world’s first fast drink restaurant to create a timely point of contact with consumers.

Goal. Consumers are also looking for brands and companies that take a stand, and current and potential employees are too. It is important for marketing managers to define a clear goal for their brands that authentically reflects their brand positioning and strategy. One example is our commitment to racial equality and our team’s commitment to taking action for black-owned restaurants with our Pepsi Dig In platform and programming which will invest $ 50 million over five years and has already helped more than 8,300 black-owned restaurants.

Don McGuire, SVP and CMO, Qualcomm:

Marketing goals must serve business goals. I see myself not only as the marketing manager of the company, but also as an essential business partner for the CEO, for the general management as well as for the company, and [committed to] showing that marketing can be a business driver and not just a shiny object. This is something that marketing managers need to think about moving forward. It’s not sexy, but I think there is still way too much marketing for marketing.

And then I’d like to strike up a conversation with other Marketing Directors about what real leadership looks like. It comes down to marketing with empathy and positivity. What will true marketing leadership look like over the next five to ten years? Is it a shock and a fear? Does this spark controversy or collaboration? This is a conversation I would like to engage in.

Bruno Cardinali, CMO, Popeyes:

Digital is an important skill to have. And everything related to e-commerce, social media and performance media. The landscape is expanding a lot and changing almost constantly. There are a lot of changes, especially in the media landscape. The other thing is team building. The more you move up through the ranks, the more you need to have good people, be able to seek them out and hire them, and nurture and develop the people you have on the team. The latter is more of a soft skill, but it’s the ability to create a vision and a schedule and bring everyone with it. The best marketers I’ve seen are the ones who were able to join the brand, join the team, immerse themselves in what the brand stands for, create a dream for the brand, and take everyone on the journey.

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