Manoj Tolety’s Post

This is a must read not only for marketers but for their peers: “Marketing a brand today is far more complicated than just managing marketing communications,” Allen Adamson, brand consultant and co-founder of Metaforce, said, adding that the job can be “too nebulous” for one person. “To some extent, it was built for a time when marketing was mostly marketing communications and you could manage that around the globe. [What’s happening now] is less about the CMO not being an important role and more that there’s just so much of it that it has to be split across many different people.” https://lnkd.in/edSbkY3S #marketing #cmo

Great article by our CMO, Gabie Boko, on being a strategy centric chief market officer. “All of this led to me redefining my own definition of what I believe it means to be a CMO: not just a chief marketing officer but also a chief market officer, capable of adapting to challenges by continuously innovating, disrupting the status quo and integrating strategies into broader business objectives. To my mind, my role isn’t just defined by the “ing” in marketing. And what I mean exactly is that I believe a CMO doesn’t wait for the right market to hit their business—they create it.” https://lnkd.in/gxF7gY-x

While CMOs will always own the brand, communications, and marketing lanes of a business, today they also need to be experts at building alignment between the functions that marketing depends on. Their evolving role requires new tools to drive growth. #CMO #brandstrategy #growth #growthsmanifesto https://lnkd.in/g7YdqgWy

Working with many brands' CMO's, I have seen first-hand the increased pressure for performance they can be put under. The lifespan of the CMO has been definitely dwindling and constant replacements without continuity can harm businesses in the short and long terms. Though there may be one overlooked entity that can help with the impact of frequent transitions. Read more in MarketingMag

This is a bad trend. The article makes the argument that because of technology, marketing has become digitized and today often it makes sense to live under the Chief Operating Officer with no need for a CMO. It doesn't matter what tools are at our disposal; we still need strategic storytellers in a CMO role, driving the narrative throughout the entire marketing function. The trend becomes glaringly worse when you consider these stats included in the article. "The fading of marketing’s prominence as an autonomous C-suite discipline is likely partly a result of how few of today’s CEOs have marketing backgrounds themselves. Only about 10% of Fortune 250 CEOs have marketing experience, and just 4% have previously held a CMO-like role. In contrast, over 70% of Fortune 100 CEOs have operations or finance backgrounds, the surer pathways to the corner office. What’s more, only 41 of Fortune 1000 companies have a marketer on their board. Naturally, those that do are primarily consumer-focused brands like Best Buy, Mattel, Nike, Estée Lauder and Crocs." Indeed, I've seen very few marketing and communications professionals on boards of companies I track and work with and have often seen that as an oversight. In a world where storytelling is clearly more important than ever for capturing attention in a chaotic world, it seems this trend should be going in a different direction. #marketing #PR #communications #CMO #trends #csuite  

Marketers are "at the fulcrum of everything that is happening in regards to cultural and societal change". Gone are the days when marketing was simply about putting together a catchy commercial or billboard to inform the public about your product or company. As businesses have integrated with pop culture through the growth of social media advertising, Brands are expected to have a constant pulse on an ever-changing society. Being out of touch can cause huge risks to both your bottom line and your employee pool. Saying the wrong thing about an issue, or refusing to make a statement at all could cost you customers, as well as limit your future hiring pool. Especially as Gen Z continues to enter the workforce, brand values are a growing determining factor for this generation. Marketers need to understand the landscape of the world in which their advertising lives. Be aware and sensitive to timely issues, and have their finger on the pulse of both the dominant and various sub-cultures. If you aren't looking at marketing through the lens of society, you're going to miss the mark on messaging. https://lnkd.in/gDjHW2Fe

In this era of transformation, embracing external marketing departments offers a unique value proposition, steering companies towards success in an increasingly competitive landscape. The disappearance of the traditional CMO role creates a space for businesses to leverage external expertise, tapping into the collective insights of seasoned professionals. It presents an opportunity to forge collaborative partnerships that are results-driven, strategic and tailored to meet the specific needs of each organization.

Starbucks is just one of the companies recognising the change in the CMO's role and embracing the wider, deeper remit of the role. https://lnkd.in/duS494RJ Smart CMOs regardless of the actual title they carry (variations of CMO like Chief Customer Officer or Chief Growth Officer or Chief or Chief Transformation/Digital Officer), recognise that their real value comes from taking a company-wide (horizontal) strategic view, rather than the conventional erstwhile functional (vertical) orientation. And are moving from a brand-first and company-out approach to a customer-centred one. Such an approach helps them to drive acquisition, product , experience, growth & even brand and business.valuation. In fact, even in my own consulting experience of the last 10 years, the role I play has evolved from a digital/marketing-centred one to a more wholesome business advisory one... Where I'm involved with advising on product, pricing, retail strategy, packaging innovation, uncovering new customer cohorts and segments and more... stuff related to campaigns, communication, social media and day-to-day marketing requirements are secondary. My focus is on helping devise and evolve significant growth drivers for clients' brands, rather than just routine (often vanity) metrics. And therefore get a place for marketing in the boardroom and make it worth the CEO's time, attention and money. If you need little things done next Monday, call your agency. If you want to change your brand's fortunes through smarter, strategic marketing hire someone like me, even in an advisory, fractional capacity (as my clients usually do). What do you want from marketing for your brands and business?

Great article from Fortune posted & perspective from Lou Paskalis. The challenge of modern #CMOs comes down to a few things such as lack of CMO-role definition and perceived value creation, and financial short-termism that places unrealistic - and potentially ill-defined - expectations on CMO #valuecreation. Most important of all - arguably - is proving the value of their #marketing organization's efforts w/out ambiguity, which takes quantitative proof fueled by a: 1. Actionable #ConsumerData & Insights Strategy (as the foundation), and 2. A full-proof, data science-led #MarketingAnalytics and #Attribution approach that proves #ROAS, #conversion, #incremental contribution of your marketing tactics & the impact of external, non-media factors driving #purchasepropensity. Without knowing what works and being able to prove it and improve it over time, CMOs and the C-Suite are flying blind and downplaying #marketingimpact. And according to Gartner, fewer than half of CMOs believe they can prove the value of their #marketing's efforts. Not good.

Here we go again! Is the CMO needed or not. The article itself is more balanced than the headline indicates.... "Today, as marketing requires more specialized skills and a wider strategic outlook, companies are supplementing or even replacing the CMO role with positions like chief customer officer, chief growth officer, chief strategy officer, and chief digital officer. Some are even bringing in regional and fractional CMOs, tailored to address specific growth and marketing needs that a one-size-fits-all CMO can no longer fulfill." Also missed Chief Brand Officer title :) So its not a matter of either/or. But retooling one of the most complex c-suite roles is a real thing. https://lnkd.in/ek-XbwXG