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While it’s certainly dependent on the organization, its industry, and its culture, chief marketing officers — once sought after exclusively as masters of the creative — are increasingly being forced to fit into equally analytical roles as a result of the data revolution.
Blending traditional creative aspects of marketing with analytics is unprecedented, and for some, perhaps even unwelcome.
But Mike Linton, CMO at Farmers Insurance, disagrees: “I think this argument of whether a CMO’s role is art or science is flawed.”
Marketers are increasingly harnessing the power of customer data and digital technologies to champion the customer experience.
But how do marketers need to adapt to cut it at board level as the role of CMO becomes more prominent?
In my previous article I looked at the rise of the Chief Digital Officer.
However, in that piece I suggested that the “transformer CDO” is very similar to the Chief Customer Officer, the latter also seeing a dramatic rise in popularity in the last two years.
Marketers often have a challenging relationship with their colleagues in finance, as those in charge of budgets generally don’t like taking risks.
If you couple this with the difficulties of creating watertight measures of ROI and attribution then it’s understandable that CFOs might see marketing as being a bit fluffy.
As companies become more digitally focused, is the CMO becoming more influential within the c-suite?
Developments in marketing technology have meant that CMOs have had to become more tech savvy in their approach, and we’ve all seen the stat that by 2017 CMOs will be spending more on tech than CIOs and CTOs.
For many years Ryanair revelled in its reputation for being a brash, almost antagonistic airline.
However it is currently undergoing a major rebranding exercise as it seeks to refocus on the customer experience and adopt a friendlier image.
Rebranding campaigns of this scale often take place when a business is on its last legs, so Ryanair is somewhat unique in that it is pivoting from a position of power.
As Europe’s largest airline, Ryanair flies more than 1,600 routes to 30 countries.
Enterprise software is now about marketing. According to a frequently cited report, the CMO will spend more money on technology than the CIO by 2017.
How the CMO spends is now a strategic issue. Here is how to think about it...
Ryanair is a unique brand. It managed to become one of Europe’s most-successful airlines despite a reputation for poor service that occasionally bordered on contempt for its own customers.
The ‘no frills’, challenger brand ethos became such an important part of Ryanair’s image and tone of voice that it ended up antagonising consumers as well as the competition.
But changing consumer expectations and mass adoption of digital technology means that Ryanair risks being left behind if it doesn’t change its ways, so new CMO Kenny Jacobs has been tasked with overhauling the customer experience and improving people’s perceptions of the brand.
The airline’s appeal comes from its low prices and massive choice of routes, so that has to remain intact if the business is to continue growing. Therefore Jacobs is focusing much of his efforts on improving the digital experience.
This five part series is designed for all those marketers around the world who are aspiring to lead a marketing function.
The objective of this series is to share insights, experiences and ideas for passionate marketers who want to grasp what it takes to be in charge of marketing, especially in these amazingly progressive times where marketing has attained a more strategic role.
The series could be seen to be oriented towards B2B, but many marketers see the lines with B2C blurring. So grab a coffee, put your feet up and read on.
A couple of weeks ago, Centaur Media plc, owner of Econsultancy and Marketing Week among other things, appointed Andria Vidler as the new CEO.
Andria’s previous roles include chief executive of EMI Music UK & Ireland and MD of Magic Radio and Capital Radio. So plenty of general management and leadership experience.
But she has also been Marketing and Business Development Director at BBC Sport, CMO at Bauer Media, and is a Council Member for the Marketing Group of Great Britain. So a marketer who has become CEO.
Once upon a time, when the internet was in its corporate infancy, a set of decisions were made that have affected the development of online retail ever since.
Here, I explain those decisions, and the rise of the tech-savvy CMO.
It is not so much a revolution but a rapid evolution and digital transformation.
The growth of digital media, the convergence of paid, owned and earned media practices and the rapid growth and adoption of mobile and video have fueled change in the way we work in 2013.
If you add to this equation the technological changes and innovation and the catalyst that is social media and content marketing it becomes apparent that dealing and adapting to change is a digital marketing necessity rather than the option that it used to be.