According to a prediction in 2016 from Gartner, chief marketing officers (CMOs) would spend more on technology by 2017 than chief information officers (CIOs).
While that prediction may have seemed far-fetched at the time, today, in more than 30% of organisations, at least some aspects of sales, IT and customer experience now report to the CMO.
Almost everyone is planning their next career move and they often think about what they need to do to make it happen.
Some, however, have a longer time horizon and bold ambitions. They may be writing email copy now, but they have visions of becoming the chief marketing officer (CMO) one day.
You are a CMO and you are falling behind in the race to understand and implement programmatic advertising campaigns.
If that applies to you, Econsultancy’s new report, The CMO’s Guide to Programmatic, in association with AudienceScience, may be of use.
While it’s certainly dependent on the organization, its industry, and its culture, chief marketing officers — once sought after exclusively as masters of the creative — are increasingly being forced to fit into equally analytical roles as a result of the data revolution.
Blending traditional creative aspects of marketing with analytics is unprecedented, and for some, perhaps even unwelcome.
But Mike Linton, CMO at Farmers Insurance, disagrees: “I think this argument of whether a CMO’s role is art or science is flawed.”
Marketers are increasingly harnessing the power of customer data and digital technologies to champion the customer experience.
But how do marketers need to adapt to cut it at board level as the role of CMO becomes more prominent?
In my previous article I looked at the rise of the Chief Digital Officer.
However, in that piece I suggested that the “transformer CDO” is very similar to the Chief Customer Officer, the latter also seeing a dramatic rise in popularity in the last two years.
Marketers often have a challenging relationship with their colleagues in finance, as those in charge of budgets generally don’t like taking risks.
If you couple this with the difficulties of creating watertight measures of ROI and attribution then it’s understandable that CFOs might see marketing as being a bit fluffy.
As companies become more digitally focused, is the CMO becoming more influential within the c-suite?
Developments in marketing technology have meant that CMOs have had to become more tech savvy in their approach, and we’ve all seen the stat that by 2017 CMOs will be spending more on tech than CIOs and CTOs.
For many years Ryanair revelled in its reputation for being a brash, almost antagonistic airline.
However it is currently undergoing a major rebranding exercise as it seeks to refocus on the customer experience and adopt a friendlier image.
Rebranding campaigns of this scale often take place when a business is on its last legs, so Ryanair is somewhat unique in that it is pivoting from a position of power.
As Europe’s largest airline, Ryanair flies more than 1,600 routes to 30 countries.
Enterprise software is now about marketing. According to a frequently cited report, the CMO will spend more money on technology than the CIO by 2017.
How the CMO spends is now a strategic issue. Here is how to think about it…