Think having a Chief Marketing Officer is just an empty figurehead, created to shift blame onto when companies fail to meet their online goals and attract the attention of new customers? Think again.
Besides the CEO, the CMO may be the most powerful person in the C-Suite, and has the ability to impact everything from the bottom line to shareholder value.
Such was the topic of a panel hosted by the National Press Club in Washington, DC on Wednesday. Get It Online: Digitally-Savvy CMOs Increase Shareholder Value featured an all-star panel of CMOs including:
- Kevin Alansky, former VP Marketing at Blackboard Inc.
- Rory Channer, Chief Marketing Officer at CEB
- Russ Glass, CEO and Co-Founder of Bizo
- Erik Rogstad, Managing Director at AKQA
Panelists (L-R): Kevin Alansky, Rory Channer, Russ Glass, Erik Rogstad and Anthony Shop
Moderated by Anthony Shop, Managing Director of Social Driver, the panel sought to offer insights about the role of the chief marketing officer, while highlighting trends and lessons learned.
Throughout the discussion, several themes emerged. These themes not only confirmed many of the emerging trends and predictions that we’ve been covering for 2013; they also served to reinforce the fundamental elements of successful marketing.
Is Digital Marketing Like an Electric Iron?
When anyone talks about digital marketing, it can seem a little redundant. Doesn’t most marketing encompass the digital space by now? The panelists agreed that digital marketing implies multichannel opportunities, which undeniably impact the buyer’s experience.
As to whether all marketing is about being online, two very interesting insights were put forth. According to Mr. Rogstad, digital marketing is more about digital, less about marketing, highlighting the fact that consumer relationships drive more online experiences. As a result, Rogstad maintains that smart companies must be agile in order to create innovative marketing solutions.
For Mr. Glass, Mr. Channer and Mr. Alansky, digital marketing is closely aligned with content marketing. The idea that marketing today involves different channels than it did ten years ago doesn’t mean that content goes away. In fact, it actually makes content more important.
For Every Dollar Spent, What Am I Getting in Return?
You can’t have a panel of CMOs without addressing metrics and ROI. When asked “what are you measuring” the responses placed strategy before outcomes, while highlighting the need to dig deeper into your data. Thanks to big data, there’s more information to analyze, but much of it requires an advanced skill set. Don't be afraid to outsource to an MIT Ph.D to search for intricate trends and patterns, as one panelist does.
Big data aside, the “just because you can measure it, doesn’t mean you should” mantra was loud and clear. Instead, the panelists were adamant about setting goals that were focused on changing behavior, so that you can set benchmarks and measure something worth measuring.
Ultimately, they were encouraged that the culture of digital marketing was making it more acceptable to experiment with metrics and ROI, rather than have to live in fear of not making next quarter’s goals. As Alansky put it, “don’t let goal setting get in the way of experimenting.”
Replacing Silos With a Complex Matrix
During the Q&A, I asked the panelists about how well integrated the role of marketing needs to be within the entire company and if they thought the CMO was helping to make it a more universal goal.
The panelists agreed that marketing had become more integrated within companies than ever before, a concept they described as 'inside selling' where the goal is to sell the company's goals inside its own organization. Inside selling helps sales and marketing teams, notorious for their tentative relationship, to work together to ensure that they are selling, connecting and building relationships with the right people using the same key messages.
Mr. Glass spoke to the power of the CMO, who has the power to move the needle more than any other. Good CEOs, in his opinion, should look to their CMO to help drive the company forward. As such, the CMO has the responsibility to lead. Not everyone has the necesary social and digital skills, nor might they understand how digital marketing works. CMOs and their team members must offer mentorship and guidance to drive performance.
- The Problem With Yammer? People Don't Use It
- Did Forrester Get Its Digital Experience Wave Right?
- Want Engaged Employees? Show Them the Big Picture
- Forrester Wave: No Leaders in Digital Experience Delivery
- A Man, a Blouse and an Awesome Customer Experience
- Reinventing Digital Asset Management
- Who Will Become a Gartner MQ EFSS Challenger in 2015?