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CHALLENGES FOR MARKETINGCHIEFS CAN REAP REWARDS LEARNING TO LISTENTO TECHNOLOGY MAKING YOURADS COUNT IS MARKETING THEFUTURE OF SALES? Consumers are bombarded with adsso make sure they notice yours Marketing automation meanschanging more than systems While marketing invests in tech,sales focuses on the human touch The pressure is on for chief marketing officers, but so is promotion The Future Media Agencyis built for programmatic +44 (0)20 7775 5606www.infectiousmedia.commarketing@infectiousmedia.com THE FUTURE CMO RACONTEUR HEAD OF PRODUCTIONNatalia Rosek PUBLISHING MANAGERDavid Kells Fresh challengescan reap rewards PRODUCTION EDITORBenjamin Chiou DIGITAL CONTENT MANAGERLorna North DESIGNSamuele MottaGrant ChapmanKellie Jerrard MANAGING EDITORPeter Archer New tools, technologies, market dynamics and an expandingremit are increasing the pressure on chief marketing officers,but gearing them up for promotion CONTRIBUTORS ALEX BLYTHAward-winning featurewriter and author, hehas been published inThe GuardianandTheIndependent, as well asmany leading UK trade andbusiness titles. DAVID BENADY Specialist writer onmarketing, advertisingand media, hecontributes to nationalnewspapers and businesspublications. OVERVIEW According to Mark Evans, CMO atDirect Line Group: “In a world of ex-ponential change it is increasinglydifficult to know ‘what’ will be re-quired to win over a typical two tofive-year planning horizon. As a re-sult, there needs to be an increasingemphasis upon the ‘how’. By that Imean developing an agile innova-tion capability in order to respond towhatever the ‘what’ is. a much more tangible and direct im-pact on growth. This not only bringswith it added pressure and scrutiny,but it is also putting CMOs in a cred-ible position to move into generalmanagement.While historically ithas been more common for a chieffinancial officer or chief operatingofficer to be the internal candidatesfor chief executive succession, thebroader and more heavyweight na-ture of the CMO’s role is beginning tomake them a viable contender. Today’s CMO needs to be as com-fortable with data science, technol-ogy,econometrics and analyticsas they are with agencies and crea-tives. They’re as likely to be account-able for go-to-market campaigns asthey are proposition development,product and pricing, customer expe-rience and customer strategy, churnmanagementand loyalty,digitaltransformation, and developing in-novation pipelines. TTHOMAS BROWN THOMAS BROWN BENJAMIN CHIOU he role of the chief mar-ketingofficer(CMO),andindeed of marketing itself,has been under debate foryears. Is it more art or more science?Does it warrant a seat at the top tableor is it just a sales-support function?Is it a strategic role or is it ultimatelyjust about advertising and commu-nications, or colouring in, as manyhave put it? Marketing and its lead-ers have been suffering from a crisisof identity for years, but it seemsthat’s now coming to an end. Consultant, executiveadviser and co-authorof the forthcoming bookBuilding Digital Culture,he is the former CIMmarketing director. Business and economicswriter, his specialismsinclude a range of topicsincluding financialmarkets and commodities. MAISIE McCABE LYNETTE RYALS Acting UK editor ofCampaign, she has alsocontributed toThe SundayTimes, The IndependentandDaily Mail. Pro-vice-chancellor ofCranfield University,Professor Ryals has abackground in financialservices, and strategic salesand account management. “CMOs need to figure out how tobring agile principles into the DNAofacross-func- Mr Dodds adds: “It’s not that mar-keting has changed;if you go back to theoriginaldefinitionof marketing beingaboutthesevenPs[product,price,place,promotion,people, process andphysical evidence],that’sfundamen-tallywhat a CMOisgrappling withtoday, it’s just takena while for organ-isationsto catchup and place all ofthoseresponsibil- Consequently, the path to a CMOrole is also changing, with futureCMOs likely to have a backgroundbeyond the traditional creative andcommunications routes. “Becauseit’s not all about whether you canmake a great TV ad, you’re start-ing to see people coming into CMOrolesfrom broader commercialdisciplines,not necessarily froman ad agency or having worked inthe marketing department on bigbrand campaigns. That is one skill,butit’s only one of many,”saysMr Dodds. tionalbusiness.It’sall very welldeploying agile incarve-outinnova-tionlabs,but thegreaterchallengeandarguably big-ger prize is to breakfreefromtradi-tionalwaterfallways of working inthe core business,and I believe this isthe emerging chal-lengeforCMOsto champion.” Today’s CMOneeds to be ascomfortable withdata science,technology,econometrics andanalytics as theyare with agenciesand creatives Consider the collision of forces hit-ting organisations over recent years.Rapid advancements in digital tech-nology, fragmentation of channelsand media, industry and categorydisruptions, an explosion of data,and growing politic