XT…下一代首席营销官：如何在未来的营销中取得成功（福布斯）

Forbes Insights LEADERSHIP9/10/2015 @ 7:45AM2,104 viewsNext Generation CMO: How To Succeed In The Future Of Marketing Stuart R. Levine, Contributor What do collaboration, communication, creativity and flexibilityhave to do with the role of the CMO?These top attributeswere identified by over 1,500 CEOs in IBM’s “Connect more –Insights from the IBM CEO, CMO and CIO Studies” as thepersonal skills most needed. The imperatives to engageemployees were ethics and values, a collaborative environment,purpose and mission and the ability to innovate. How can CMOsbecome analytically driven strategic communicators who cancreate a clear vision that can engage both internal and externalcustomers? According to the IBM Chief Marketing Officer insights from theIBM C-suite Study released in 2014, enterprises that have adeep knowledge of their customers outperform theircompetition by 60%. While the good news from Spencer Stuart’s2014 Marketing Officer Practice indicates that the average CMOtenure has increased to four years, double what it was ten yearsago, there is a significant gap between knowing what needs to bedone and action. Only 43% of CMOs interviewed effectively usedata analytics to generate customer insights and have theexpertise and resources to handle the explosion in social mediawith a fully integrated digital enterprise in place. Creating value for the customer begins first with values– Values are one of the top ways to engage employees. AHarvard Business Review article written nearly 20 years ago,“Putting the Service-Profit Chain to Work” focused on therelationship between satisfied employees who create loyalcustomers who in turn become apostles for your businesssubsequently driving profit and growth. The most satisfied customers are the most loyal and the mostprofitable ones. The top 20% of customers drive the majority ofprofits. Employee engagement is strongly correlated tocustomer satisfaction which arises from listening and respectfrom leadership, combined with mission-driven strategies thatlead to low employee turnover. Creating a collaborative environment leads to innovation –CEOs want a creative, flexible and collaborativeenvironment to drive innovation. After interviewing 1,600executives on their biggest obstacles to generating a return oninnovation investments, Boston Consulting Group identified thefollowing: lack of collaboration within the company, risk-aversecultures, ineffective marketing and communications,insufficient support from leadership and management and notenough customer insight. Both the CEO and the CMO play amajor role in creating a climate of innovation. Innovation isespecially difficult for large, complex, diverse organizations. Bydefinition, it requires change, and inertia is a powerful force.Using internal data to come up with new ways to market tocustomer segments requires having an effective and trustingpartnership with internal IT. Embrace learning and change –Breaking down old ways ofthinking and embracing change to learn are required to enhancespeed. One way to accelerate the transformation demanded bythe customer is understanding all aspects of diversity – bothinside your organization to create environments open to sharingideas, as well as diverse particle marketing.Fostering opennessthrough the organization becomes much easier when employeesare valued and the organization has a clear sense of values andpurpose to guide decisions and actions. The smartest CMOsrecognize the substantial work required to have employeesembrace the culture of learning and change to understand thepossibilities represented in emerging technologies and theinsights they can provide into what individuals want and need.Every CMO needs to ask these two questions on a regular basis— how can I add value to the clients we serve externally, andhow can I add value internally to help stimulate the culture. Strategic communication is needed to createengagement to drive both employee and customerloyalty.The CMO must be able to listen effectively to connectwith the customer and to internally build relationships tocollaborate and strategically communicate with seniorleadership and the board. The CMO needs to become a strategicpartner with the CEO based upon their deep knowledge of thecustomer through data mining that can stimulate theorganization to embrace change faster and bring products andservices to the market that are reflective of the voice of thecustomer. Marketing is not a cost center but rather acommunications center, based upon how the organization canbetter serve customers outside in, as opposed to the more linearformula of inside out. The competencies that are the differentiators for success in thisnew, complex and incredibly challenging role of the CMO arenot easy. Having the agility to create and execute a marketingvision that is continuously evolving based on new customerinsights, and then ensuring that the best and brightest peopleinternally are harnessed to create that vision, may be t