XL…未来首席营销官：数字技术如何重塑营销组织

THE FUTURE OF THE CMO:How Digital Technology Is ReshapingMarketing Organizations Rob Salkowitz, MediaPlantdirector of content and strategy,principal author and investigatorMarch 2014 ABSTRACT This paper looks at the new leadership roles, organizational structures, interdisciplinaryconversations, professional skills, and partner ecosystems that are arising in response tothe technology trends (and shifting customer expectations) that are reshaping marketing. THE INSIDE STORYTHE END OFMARKETING ASWE KNOW IT THETECHNOLOGY TRENDS THAT ARE RESHAPING MARKETINGARE ALSO REDEFINING THE ROLE OF THE CMOAND CAUSINGORGANIZATIONS TO RETHINK THEIR ENTIRE APPROACHTO CUSTOMER ENGAGEMENT. NEW COMPETENCIES, NEWPARTNERSHIPS, AND NEW ORGANIZATIONAL MODELS AREREQUIRED TO MEET RISING EXPECTATIONS WITH REALOPERATIONAL STRATEGIES FOR ENGAGING AUDIENCESAND ENHANCING BRANDS. Throughout this series of white papers, we’ve beenexploring the implicationsof current and near-futureinnovations in information technology on the disciplineof marketing. What new advances are we likely to see inthe areas of data gathering and analysis, new devicesand digital displays, and social media? What’s drivinginnovation, and how can established brands work withinnovative upstarts? How will new technologies change theway brands connect with consumers across the sales cycle using content and social marketing? How will marketerschannel the flood of new data about customers, markets,and the physical world? As the business of marketing adapts to a faster-moving,data-driven world, marketing leadership demands newskills and new organizational structures. In this paper we turn the lens inward to look at howmarketing organizations themselves are adapting—not justto new tools and technologies, but to a growing set of shiftingexpectations from customers and business stakeholdersabout what marketing can—and should—now accomplish. Marketing in Transition THE CHANGINGPARAMETERS OF MARKETING FOR DECADES, MARKETING HAS EXISTED AS A DEFINED DISCIPLINEwithin a defined organizational structure.Operations, merchandising, and product development produce and deliver the goods and services. Marketing creates demandand brand differentiation, targets customers, and builds awareness. Sales converts interest into transactions. HR and ITsupport the business with talent and systems. BRAND HACKING,EMPOWEREDCUSTOMER As our lives and workplaces become more saturated in data and media, those old silos are starting to crumble. Customerexpectations are rising, and the leaders we spoke to told us that companies cannot cling to arbitrary definitions of organizationalroles and responsibilities if they are to react quickly enough to compete. Customers expect to be listenedto, and reward brands that respecttheir voices. Disruptive Trends Are Turning Marketing Inside Out Aswe’ve been discussing throughout this series, bigtechnology trends like Big Data, pervasive computing(mobile devices, Internet of things), and social media aredriving higher consumer expectations. In this world, triedand true marketing principles not only don’t benefit brands,they can contribute to negative perceptions. The chart onthe facing page summarizes some of the top-level disruptionsthat we and the experts we consulted have observed. “When it comes to datascience talent,” said oneagency principal weinterviewed, “the question iswhether they will go to SiliconValley or to Wall Street.” FUNNEL-SHAPEDSALES CYCLE(Conversion is key) Consumers are dividing theirattention and can tune outmessages that don’t interest them. INTEGRATEDOMNICHANNELMEDIA STRATEGY While these trends place pressure on marketersto adapt to outside competitive pressures and keepup with rapid innovation, they also place internalpressure on organizations and individuals who haveplanned their jobs around very different sets ofassumptions. Among the challenges facingorganizations in response to these changes: SEPARATE ONLINEAND IN-PERSONEXPERIENCES •Skills and talent:Can marketing organizations competewith tech and finance to recruit or develop the talent toadapt to changes in both the business and the culture ofmarketing in the 21st century? •Agency ecosystem management:How can brandsand corporate marketing departments reconfigure theiragency and vendor relationships to make sure they getthe skills and services they need? Competitors are using data toget smarter and more efficient.Are you? MURKY ROION CAMPAIGNS •Organizational structure and leadership:Whatchanges to the traditional organizational structureand leadership roles might be necessary to alignresources and accountability to the new marketingand business landscape? •IT agility:Can marketing and IT organizations effectivelycollaborate to create solutions ahead of competitivepressures? DEMOCRATIZEDACCESS TOMARKETING IT IT CONTROLSINFRASTRUCTUREAND MANAGES RISK Data is a sensitive issue andmarketers are being scrutinized. Marketing Extends Across the Business Inadditi