Being a true customer champion: How CMOs have stepped up during the pandemic

As part of the Festival of Marketing virtual event last week I enjoyed a candid conversation Nina Bibby, CMO of O2, about the new breed of CMO that’s starting to emerge – the Da Vinci CMO. We covered the changing expectations on the role and how the new Da Vinci CMO needs to combine creativity with science to transform the whole marketing department and the interplay with the rest of the organisation. Here are the highlights from our discussion:

 The world is changing

When you consider the volume of customer data that we have access to today and the proliferation of digital channels, the CMO role has really stretched over the last five years. We need to be able to activate more levers than ever to drive growth. And marketing success can't and shouldn't be measured through brand measures or attitudinal measures alone, but through actual company performance: are you winning market share? Are you growing the market? Are you sustaining loyalty? In addition, over the last 12 months there’s been a blurring of the line between brands and society. Today CMOs need to think beyond ‘customer’ to consider wider society too. For example. at O2 this meant supporting customers in need during lockdown by offering free minutes and data and also launching a campaign to provide second-hand devices to those with no mobile phone.  Keeping people connected with friends and loved ones was the primary driver. 

Be like Da Vinci

Whichever sector your business is operating in, rapid digital transformation means that every business needs to be powered by technology. The proliferation of data has been a real game changer and CMOs needs to be digitally fluent. This may be outside of your comfort zone, but it’s vital if you want to activate data-driven marketing going forward. CMOs are responsible for understanding and orchestrating the end-to-end customer experience, which requires deep customer knowledge, cross company working and an optimised technology infrastructure, which means also getting closer to your technology colleagues. Finally, you need to be a master storyteller, galvanising the whole organisation behind your vision for the customer. It’s time to follow in Da Vinci’s footsteps: fusing the creative and the analytical, with both right-brain and left-brain thinking.

Reimagine your operating model

With a Da Vinci CMO at the helm, the marketing function and ecosystem of the future will look very different. Data, insight and analytics expertise are vital alongside more traditional disciplines like marketing strategy, planning, marcomms and sponsorship. Having people with product and commercial knowledge is also important. There’s no ‘one size fits all approach’ though. What’s critical is that you have a close-knit, collaborative team who understand and respect each other's remits and pulls in the same direction. Diversity of thought and diversity of experience are important, as is creating an inclusive culture where everyone is encouraged to bring forward ideas. No matter how your team is structured, strong and empathic leadership is required. Make time to listen to your people and communicate authentically. 

Keep in step with your customers

The CMO must be the customer champion around the board table. When crisis hits this is even more important. Nurture a relationship of trust with your CEO and ensure that the customer’s voice is always heard when decisions are being made. As soon as the first lockdown hit, Nina convened and chaired a cross-functional group focused on the customer, which included network, product, technology, corporate communications and marketing colleagues. The marketing team switched investments away from outdoor campaigns to digital and broadcast campaigns that would reach people where they consume content.  And keep adapting. Lockdown restrictions have eased, but - as our trends report shows - customer behaviours and rituals are continuing to evolve.

Marketing has certainly changed in recent years. The role of the CMO is broader – and deeper – and today’s CMOs needs to skilfully blend both art and science. But the fundamentals remain unchanged. Champion your customers and help your organisation stay anchored to them. Listen to your customers and use data intelligently to deliver what customers want and need. Deliver creative and compelling experiences that exceed expectations. And nurture your team, helping them to develop and grow. CMOs can be a vital source of energy within the business, rallying colleagues around your customers so that you emerge from the pandemic stronger. It’s a fantastic time to be a CMO!

If you’re a CMO and would like to explore topics like this with peers, please join our CMO Community – you can message me for the details.