2010 – Time for CMOs to Get Credible

In a recent study conducted by Chief Outsiders, LLC,  a poll of C-level executives from mid to large companies provided some insight into why Chief Marketing Officers have limited tenure in their roles. #1 Reason: CMOs rarely gain credibility with the C-Staff. Is this a function of the individual or the function of marketing itself? In either case, perhaps 2010 is the year of marketing credibility. For the sake of CMOs everywhere. And their businesses.

But how? Certainly as more companies recognize the CMO role as “Chief Metric Officer” with a growing mountain of online and social marketing data, CMOs have the opportunity to step it up. But is there more to it than campaign and brand management where much of this data is related?

Perhaps the most credible and  long-lasting CMOs will be those who can work side by side with their C-level peers in establishing business and operational strategy. While many companies view the marketing function as how a company “goes-to-market,” or how a company and its products are perceived in the marketplace, a more holistic and frankly traditional approach may better serve the company, and the CMO. This broader view of the marketing role includes the very identification of market opportunities, product gaps and needs, segmentation of targets, product definitions, strategic alliance strategy, product line consolidation, pricing, channel strategy, etc.,  AND getting everyone on board.

Why is the CMO role so rarely inclusive of this scope? Largely because these broader functions exist all or in part in other areas of the organization when they arrive. And frankly, finding an executive with the talent to lead all of these areas with the proper experience is very difficult. As a result, it will fall on the CMO to be the collaborator across functions to generate the synergy to move “all” of marketing forward. In this process, the CMO has the opportunity to demonstrate his/her orientation around market data (vs. asserting market instincts), alignment to business objectives, and eagerness to work with C-peers in finding innovations for marketing success.

The CMO must not only turn available data into actionable insights, but must build the credibility to bring alignment across the entire organization in order to execute the marketing strategy and business goals. This requires a deliberate investment, to gain the needed credibility. Failure to work collaboratively across executive domains will result in eventual dismissal. But the CMO’s willingness to lead the cross-company marketing domains, driven by insights and analytics, arm-in-arm with C-peers is perhaps a formula for gaining credibility and extending the value the CMO position brings to the business.

For additional insights, you might check out these posts from my colleague, Kirk Coburn
- Dear Emily Post – What is a CMO?
- Chief Marketing Outsider

Bad Networking – Help Available

I can hardly stand it. I’ve had two informational interviews with acquaintances this past week. And neither had done any prep – other than to be ready to tell me how their experience and aptitude would be really great for me, my firm, my clients, etc. Frankly, I feel a bit blessed to get this “in my face” reminder of how any of us can fall into the “let me tell you about me” syndrome. It seems to happen most often to people who are frustrated with finding their next job or position. The frustration appears rooted in a self-assurance voice (“hey, I’ve really got lots to offer if someone would pay attention to me!”) as a result of not finding work. (Seth Godin’s free eBook might help you with a fresh perspective)

In “The Purpose-Driven Life” author Rick Warren opens with a condemning thought – “It’s not about you.”  It’s about living a life that honors our Creator and prepares us for eternity. But for the sake of this discussion, when you sit down with someone to network with, remember you can do yourself a major favor by looking across the table and being prepared (know who you’re talking to, know what you want, know what you can offer).

I received a lengthy email from a Chief Outsiders candidate a couple of days ago. It included the longest bio, resume and career history I’ve ever seen, including articles, photos, headlines from industry events. I was quite impressed. The cover letter/email was also extensive including general accolades about the firm I’d joined and how there might be a fit for this individual. In reply, we set a time to get together today. When we got on the phone I quickly learned that this candidate, who was convinced he was a fit for our firm, had not even visited our firm’s website! “I was busy with meetings all day and haven’t had a chance to check it out.” Really?  After I tried to postpone the meeting to give him a chance to review, he said he’d really like to make use of this meeting, and proceeded to describe in painful detail many things that frankly weren’t relevant to Chief Outsiders.

So, while I’m grateful that I’m learning from these acquaintance’s mistakes, I pray you won’t have to experience them yourselves – on either side of your networking meetings!

For some AWESOME reminders of how “to be” and how to get your head around your value, your relationships and your behavior, check out this terrific free eBook of productive thoughts from Seth Godin. Enjoy!

Marketers – It’s what you do next that counts

When companies suffer a set-back (financial, product failure, leadership) they too face what may seem to be an insurmountable situation: what can be done to repair the damage?  Are the fundamentals in place? Can a business change it’s spots (or stripes)? What is the market seeking more than anything? I’d submit the following:  Honesty. Contrition. Hard work. Humility.

Sometimes the recovery being sought is simply viability. By setting an objective of restoring “greatness,” a business (or individual) may be setting themselves up for frustration. Patience and good behavior over time will produce good works.

The art of marketing, perhaps like no other in business, includes an emotional component. Connecting with buyers’ heads and hearts is our job. Communicating effectively is no small undertaking. Selecting the right messages and the right time and understanding how to set a market resonance into motion is at the very core of what mature marketers must master. But it’s behavior that’s being watched in a crisis, beyond the words.

Indeed, what one DOES next, counts. Not a single step, but a series of steps that work to reestablish a trajectory. The right vector, over time, will demonstrate rather than proclaim the essence of the business. And trust may indeed return.