the dna of a growth marketer
DESCRIPTION
At a recent BMA panel, we asked growth CMOs about the attributes that a recent study by SAP, Human 1.0 and The CMO Club found are essential to build effective organizations of the future. To learn more, visit growthmarketer.org.TRANSCRIPT
THE DNA OF A GROWTH MARKETER 2014 BMA Panel Session
Madhur Aggarwal Vice President, Marketing Strategy and Growth Initiatives Office of the CMO, SAP
Missy Altergott Senior Director, Corporate Marketing Level 3 Communications
Lisa Armstrong VP, Marketing and Branding Pentair
Mark Rentschler Head of Marketing, Americas Makino
Watch the full session here
Adryanna Sutherland President, Cincinnati Office gyro
THE DNA OF A GROWTH MARKETER
“For today’s growth marketer, having deeper awareness and understanding of his or her leadership style and skillsets is vital to leveraging strengths and building capabilities in order to meet the new demands on our profession”
Adryanna Sutherland President, Cincinnati Office gyro
THE DNA OF A GROWTH MARKETER
At a recent BMA panel, we asked growth CMOs about the attributes that a recent study by SAP, Human 1.0 and The CMO Club found are essential to build effective organizations of the future. • Building an engaged marketing culture that engenders success • Developing adaptive marketing capabilities • Focusing on outcome-driven execution
What is a Growth CMO?• Champions the end-to-end experience• Adopts and promotes data insights• Drives business outcomes
TALENTAttracts and retains valuable employees;
develops storytelling skills.
9% ONLY 9% DELIVER CONSISTENT ONLINE AND OFFLINE CUSTOMER EXPERIENCES.
CAPABILITIES
MEASUREMENTDe!nes metrics and develops
infrastructure to provide !ndings to the right audiences.
AGILITYAccesses information in real
time and adjusts accordingly, focusing on and organizing
toward priorities.
72%ADJUST THEIR MARKETING PLANS REGULARLY IN RESPONSE TO CUSTOMER DATA.
SEEK TO INCREASE CUSTOMER LOYALTY BY IMPROVING THE CUSTOMER EXPERIENCE
OUTCOMES
CUSTOMER ENGAGEMENTOwns customer experience, able to understand consumers as the !rst
step toward future engagement and customer interaction.
OMNICHANNELHas consistent cross-channel execution and understands the
customer journey.
MARKET CENTRICITY
80% see primary role as
customer and market advocates. RISK INTELLIGENCE
Empowers marketing employees to experiment, evaluate risks and take actions.
LEARNINGShares information and best
practices; understands successes and failures.
TRUST Allows employees to take true
ownership of their role and responsibilities.
CULTURE
DATA-DRIVEN INSIGHTS
Extracts insights from data and applies them to business problems.
79%
THE DNA
GROWTH MARKETER
OF A
DATA-DRIVEN CULTURE6 out of 10 marketing
organizations have access to data they need.
TECH Applies tech innovations
to drive growth.SOCIAL
56% rely on personal
networking to stay up to speed.
THE DNA OF A GROWTH MARKETER
“For Growth CMOs these elements will become must-haves and not nice-to-have. “
Madhur Aggarwal Vice President, Marketing Strategy and Growth Initiatives Office of the CMO, SAP
RISK INTELLIGENCEEmpowers marketing employees to
experiment, evaluate risks and take actions.
LEARNINGShares information and best
practices; understands successes and failures.
TRUST Allows employees to take true
ownership of their role and responsibilities.
CULTURE
MARKET CENTRICITY
80% see primary role as
customer and market advocates.
DATA-DRIVEN CULTURE6 out of 10 marketing
organizations have access to data they need.
RISK INTELLIGENCEEmpowers marketing employees to
experiment, evaluate risks and take actions.
LEARNINGShares information and best
practices; understands successes and failures.
TRUST Allows employees to take true
ownership of their role and responsibilities.
CULTURE
MARKET CENTRICITY
80% see primary role as
customer and market advocates.
DATA-DRIVEN CULTURE6 out of 10 marketing
organizations have access to data they need.
ORGANIZATIONAL CULTURE
Missy Altergott Senior Director, Corporate Marketing Level 3 Communications
“Our values and our people are what drive the culture. We look for people who are risk-takers, collaborators and ingenious.”
We are proficient at obtaining and understanding data insights
WE ASKED, BMA ATTENDEES ANSWERED:
Describe your organization’s data-driven culture:
We have access to data wherever it resides in the organiza@on
We empower people to make decisions based on data and insights
Management promotes and socializes data ini@a@ves across the organiza@on
We are increasingly inves@ng in data/analy@cs technology
40% are inves@ng in data
WE ASKED, BMA ATTENDEES ANSWERED:
Which of the following do you consider most important to developing a market-centric marketing culture?
Implemen@ng the necessary tools/technology to monitor the market
Having an outside-‐in mind-‐set, star@ng at the top
Being considered the orchestrator of the customer experience
Developing an understanding of prospects, customers and compe@tors
Ensuring employees understand how their role impacts prospects and customers
36% Have outside-‐in mindsets
TALENTAttracts and retains valuable employees;
develops storytelling skills.
CAPABILITIES
9% ONLY 9% DELIVER CONSISTENT ONLINE AND OFFLINE CUSTOMER EXPERIENCES.
MEASUREMENTDe!nes metrics and develops
infrastructure to provide !ndings to the right audiences.
TECH Applies tech innovations
to drive growth.
OMNICHANNELHas consistent cross-channel execution and understands the
customer journey.
SOCIAL
56% rely on personal
networking to stay up to speed.
TALENTAttracts and retains valuable employees;
develops storytelling skills.
CAPABILITIES
9% ONLY 9% DELIVER CONSISTENT ONLINE AND OFFLINE CUSTOMER EXPERIENCES.
MEASUREMENTDe!nes metrics and develops
infrastructure to provide !ndings to the right audiences.
TECH Applies tech innovations
to drive growth.
OMNICHANNELHas consistent cross-channel execution and understands the
customer journey.
SOCIAL
56% rely on personal
networking to stay up to speed.
ADAPTIVE MARKETING CAPABILITIES
Lisa Armstrong VP, Marketing and Branding Pentair
“Once we defined what we stood for, we were able to transform our storytelling from how we do what we do to why we do what we do.”
WE ASKED, BMA ATTENDEES ANSWERED:
Which of the following do you consider most important to building talent capabilities in the marketing organization of the future?
ARrac@ng millennials
Retaining valuable employees
Crea@ng brand ambassadors
Building storytelling capabili@es
Crea@ng highly engaged employees
1in3 focused on millennials
WE ASKED, BMA ATTENDEES ANSWERED:
Which area has the most need for improvement in your marketing organization?
Having consistency between online and offline customer experiences
Measuring all touchpoints and extrac@ng insights from them
Ensuring seamless handoffs between marke@ng, sales and customer service
Understanding the customer decision journey 42% Iden@fied customer journey as needing improvement
AGILITYAccesses information in real
time and adjusts accordingly, focusing on and organizing
toward priorities.
72%ADJUST THEIR MARKETING PLANS REGULARLY IN RESPONSE TO CUSTOMER DATA.
SEEK TO INCREASE CUSTOMER LOYALTY BY IMPROVING THE CUSTOMER EXPERIENCEE.
OUTCOMES
CUSTOMER ENGAGEMENTOwns customer experience, able to understand consumers as the !rst
step toward future engagement and customer interaction.
DATA-DRIVEN INSIGHTS
Extracts insights from data and applies them to
business problems.
79%
AGILITYAccesses information in real
time and adjusts accordingly, focusing on and organizing
toward priorities.
72%ADJUST THEIR MARKETING PLANS REGULARLY IN RESPONSE TO CUSTOMER DATA.
SEEK TO INCREASE CUSTOMER LOYALTY BY IMPROVING THE CUSTOMER EXPERIENCEE.
OUTCOMES
CUSTOMER ENGAGEMENTOwns customer experience, able to understand consumers as the !rst
step toward future engagement and customer interaction.
DATA-DRIVEN INSIGHTS
Extracts insights from data and applies them to
business problems.
79%
OUTCOME-DRIVEN EXECUTION
Mark Rentschler Head of Marketing, Americas Makino
“We like to experiment and as a result we are able to find what works ahead of our competition.”
WE ASKED, BMA ATTENDEES ANSWERED:
Which outcome do you feel your organization is best at?
Driving the customer experience and ensuring con@nuous engagement based on value exchange
Extrac@ng and applying insights from data
All of the above
None of the above
Accessing informa@on in real @me and op@mizing plans
Excel at driving customer engagement
1/2
WE ASKED, BMA ATTENDEES ANSWERED:
If outcome-driven execution is defined as proficiency in customer engagement, being agile in your marketing efforts and employing data driven insights, how would you rate your organization today?
Haven’t started
Average
Proficient
Learning
41% Rate as learning
What is a Growth CMO?• Champions the end-to-end experience• Adopts and promotes data insights• Drives business outcomes
TALENTAttracts and retains valuable employees;
develops storytelling skills.
9% ONLY 9% DELIVER CONSISTENT ONLINE AND OFFLINE CUSTOMER EXPERIENCES.
CAPABILITIES
MEASUREMENTDe!nes metrics and develops
infrastructure to provide !ndings to the right audiences.
AGILITYAccesses information in real
time and adjusts accordingly, focusing on and organizing
toward priorities.
72%ADJUST THEIR MARKETING PLANS REGULARLY IN RESPONSE TO CUSTOMER DATA.
SEEK TO INCREASE CUSTOMER LOYALTY BY IMPROVING THE CUSTOMER EXPERIENCE
OUTCOMES
CUSTOMER ENGAGEMENTOwns customer experience, able to understand consumers as the !rst
step toward future engagement and customer interaction.
OMNICHANNELHas consistent cross-channel execution and understands the
customer journey.
MARKET CENTRICITY
80% see primary role as
customer and market advocates. RISK INTELLIGENCE
Empowers marketing employees to experiment, evaluate risks and take actions.
LEARNINGShares information and best
practices; understands successes and failures.
TRUST Allows employees to take true
ownership of their role and responsibilities.
CULTURE
DATA-DRIVEN INSIGHTS
Extracts insights from data and applies them to business problems.
79%
THE DNA
GROWTH MARKETER
OF A
DATA-DRIVEN CULTURE6 out of 10 marketing
organizations have access to data they need.
TECH Applies tech innovations
to drive growth.SOCIAL
56% rely on personal
networking to stay up to speed.
