Tamir Sigal serves as Chief Marketing Officer. He is a marketing leader with 22 years' experience in enterprise software market. Since 2014, he was responsible for the development, direction and implementation of all global marketing activities for Quadient, including product management, corporate marketing, marketing operations and field marketing.
In the age of customer, the CMO position has risen in complexity and grown in prominence. Is it any wonder that in most organizations the CMO is under fire to become the change agent who is the critical link between the customer and the brand? Increasingly, CMOs are now responsible for critical customer facing and revenue generating systems/applications which propel the CMO into the role of “growth engine” for the business. According to a recent report by the CMO council, 68% of CEOs expect CMOs to act as primary growth/revenue drivers in their businesses.
68% of CEOs expect CMOs to act as primary growth/revenue drivers in their businesses.
Source: The CMO Shift to Gaining Business Lift, CMO Council and Deloitte, December 2016.
The expansion of the CMO role will force a redefinition of the way the marketing function operates and the CMO’s assumption of a larger role as the custodian of the customer experience. Ensuring that customers’ needs are represented in corporate decision-making will become a priority for a customer-driven CMO. In this new world, the CMO will have increased responsibility for setting customer strategy and defining end-to-end customer experiences across the lifecycle.
Digitally savvy customers look to the brand to provide a consistent omni-channel experience regardless of where they are in their journey. The CMO will need to ensure alignment with resources inside the business who are already creating customer communications to ensure consistency across the customer lifecycle. This forces the CMO to work across multiple departments, including sales, service, operations, IT and legal to deliver experiences that meet customer demand, ultimately creating advocates that will support the overall business growth initiatives.
With this broadening scope of responsibilities, the successful CMO of the future will be a strategic partner to the CEO by helping define the corporate strategy and vision.
CMOs are uniquely equipped to take on these responsibilities because they know the customer in a way that no other executive does. This knowledge will elevate CMOs to new levels of importance in the age of the customer. A key success factor will be how well they can balance between today’s priorities and designing the experiences of the future.
A recent Forrester report predicts that 30% of CMOs will be let go “for not mastering the blended skill set of design and analytics.”
These are table stakes for the CMO of the future.
For CMOs to succeed in this new world, they must be “whole brained,” meaning that they must balance the creative with the analytical in what is becoming known as the marriage of art and science. Where the right brain facilitates designing experiences to engage customers, the left brain equips you to understand technology to deliver personalized, real-time experiences.
So, what type of CMO are you? Are you a traditionalist, a modernist, or a futurist CMO? What tools and skillsets must you adopt in order to remain competitive and maximize your potential as a CMO of the future?
Download a complimentary copy of our new white paper “The World of Marketing has Changed. Has the CMO?” to learn more.