2025年技术首席营销官的4个主要趋势

Leadership Vision for 2025 Top 4 StrategicPriorities forTech CMOs Introduction Tech chief marketing officers (CMOs) are feeling the pressure. Key questions addressed These marketing leaders are responsible for consistently differentiatingthe organization’s brand in the market and driving revenue and growthin alignment with business strategy. What are themajor trendsaffectingtech CMOs? Effective tech CMOs must approach all these challenges with themindset of a growth company. A growth company will approach brandinvestment, organizational structure, skills growth and strategic marketinginitiatives in different ways — and with different results. Further, theseleaders know how to measure success in a way that aligns with businessoutcomes and highlights the value of their marketing function. What are tech CMOs’top prioritiesfor the year ahead? Whatactionsdo tech CMOs andtheir teams take to succeed? As an additional challenge, tech CMOs must utilize generative AI(GenAI) to create efficiencies in process. In fact, Gartner estimatesGenAI will likely drive new offering cycles every six months (or less).Tech CMOs need to build functions where the organization, strategyand marketing plans can adapt to rapid changes. Use this research to stay ahead, achieve your goals and lead techmarketing success in 2025 and beyond. Framework: Tech CMO Priorities and Challenges 4 Trends Defining the 2025 Tech CMO Landscape Directing brandspend for positiveimpact ondifferentiation Measuring andproving marketing’simpact Driving revenuethrough sharedmarketing andsales metrics Architecting forgrowth Most organizations haveembedded GenAI into theirofferings (or plan to in the next12 months). This leaves today’sproduct marketers with theunenviable task of articulatingdifferentiation and value beyondubiquitous GenAI to separatetheir offerings from competitorsin the eyes of the buyer. The vast majority of tech CMOsbelieve they aren’t receivingthe credit they deserve forcontributions to businessoutcomes. Further, “marketingqualified lead (MQL) volumes”are too often an overridingmetric used (internally andexternally) to judge marketingimpact and value. Tech CEOs are drivingrevenue growth by increasinginvestments in brand asa way to differentiate theorganization. Organizations that prioritizecross-functional alignmentof metrics nearly triple thelikelihood of exceeding newcustomer acquisition targets. 4 Priorities and Actions for Tech CMOs PRIORITIES01 Brand investment must align with both the company positioningand the portfolio of products and services to differentiate theorganization from competitors. Articulate brandinvestment in termsof outcomes It’s not uncommon for organizations — both inside and outof the marketing function — to judge marketers’ success bythe volume and quality of MQLs. However, it can be a mistake.Instead of just MQLs, tech CMOs should focus on aligningwith desired business outcomes and then judge the besttactics (and their associated metrics) to deliver them. Connect marketing tobusiness outcomeswith a metrics hierarchy Create centers of excellence (COEs) to increase specializationand ensure consistency and alignment for processes. Additionally,obtaining a range of data-related skills within COEs and moregenerally within marketing will help highlight the value offeredby the function. Organize and upskillteams to drive growthstrategy execution03 Apply a revenuemarketing approachto alignment04 Tech CMOs must ensure that investments, actions and supportingtechnology support go-to-market (GTM) alignment and revenue growthfrom ICP through customer expansion. These measures will ensurethat the appropriate buyer and customer-related content, data andinteractions are tuned to appropriate points across customer journeys. Articulate Brand Investment in Terms of OutcomesACTION01 High-growth tech companies have increased brand spend more than theirlow-growth peers, with investments aiding GTM initiatives. Tech CMOscan align the brand with company positioning by creating synergy andcontinuity between brand- and product/service-level GTM components.They also can aid measurement by aligning brand investment strategy notonly with company positioning but also with portfolio GTM. Consider key elements when thinking about a brand investment andchange strategy including: •GTM strategy •Analytics •Brand experience Once the goals have been identified, think about what tactics willdeliver against those strategic goals. Keep in mind this should applyto small changes all the way to large transformations. For example: Category expansion:Expanding the brand into new but relatedor adjacent categories, e.g., creating an AI category brand. Global brand:Transformation and architecture change: Updatingand modernizing legacy brand; entering new international marketswith a cohesive global brand strategy. Connect Marketing to Business OutcomesWith a Metrics HierarchyACTION02 While MQLs are often the start- and e