The average marketing director tends to be quick, goal-oriented, direct, persuasive, and can sometimes seem too direct. The average marketing director is probably more comfortable as a leader and is likely to be assertive and push teammates toward a successful outcome. According to Paige O'Neill, marketing director at Sitecore, a marketing director, like the CEO, must be able to have a vision of where the company should be from a business, personal and technological perspective. A successful CMO must be able to summarize market trends, research, business data and product attributes into messages and programs (the story and how to tell it) that drive demand by connecting with customers.
CMOs are dynamic members of the executive team, responsible for driving innovation and adapting to a changing landscape. As such, successful marketing gurus are agile, creative, and emotionally intelligent. Look for someone who shows these common CMO attributes to balance your team and drive the success of your company. Not only is a good CMO a well-rounded marketer, but they also have a strong business sense.
The CMO sees the business holistically, works closely with other departments and ensures that marketing activities are connected to the company's broader goals and objectives. However, marketing managers must also ensure that they offer the “human touch” if they want to create sustainable brands and growth. After all, consumer needs are also changing. Many have come to ignore, or have even become blind or immune to, traditional push marketing techniques.
On the other hand, in the era of the empowered consumer, both B2C and B2B customers prefer to use the Internet to research and review products (and the companies that sell them) in their spare time, without being interrupted by unsolicited marketing messages. In addition, customers, and especially customers of the millennial generation, seek the emotional commitment of the brands they do business with. Relationships are no longer formed by the transaction alone. Rather, customers want a story that allows them to better connect with the “personality” of the brand, not just with its products.
In addition, the study also revealed that MarTech's skills eclipse experience in strategy and other skills that were previously highly valued. More respondents ranked MarTech (47%) among the three most important skills for a CMO's success, above marketing strategy (44%) and business strategy (37%). Brand management (21%), sales (15%) and advertising (13%) have now significantly lost their importance. However, despite the growing emphasis on MarTech's expertise, the study also revealed that many marketing departments struggle to harness the full potential of their investments in technology and deliver the expected ROI.
While 75% of marketing managers were confident in their own personal domain of MarTech, only 6% believe that most of their marketing team is too. More than a third of marketing managers believe that less than half of their team has the experience needed to implement MarTech effectively, and more than half (51%) mentioned the lack of competence in MarTech compared to the rest of the team as an obstacle to success. However, to achieve all of this, marketing managers must unify their customer data and ensure that the information they provide is transmitted to all parts of the organization. Research by DZone reveals that 92% of organizations have 16 to 20 sources of customer data, with data spread over multiple locations in multiple formats.
The result is disconnected data that is often incomplete and inconsistent, preventing brands from engaging customers on the channels they choose and generating irrelevant messages. And there's also a financial impact, as Lemonly reports that disconnected data costs organizations between 10 and 25% of their revenues. CMSwire's Customer Experience Channel (CXM) brings together the latest news, advice and analysis on the evolving landscape of customer-centric marketing, commerce and digital experience design. Chief marketing officers (CMOs) must simplify things and respond to customer needs in a meaningful, helpful and empathic way.
According to recent research by WiPro, there is a growing need for marketing managers to possess skills related to intelligent technology both in the U.S. UU. As in the United Kingdom. A great marketing director can no longer just be a good leader focused on traditional practices of advertising, market research and brand management, but a true visionary of change.
In the past, the main function of the marketing director (CMO) was to oversee and take charge of advertising, brand management and market research. Marketing managers who want to make significant progress today must be guided by customer data if they want to drive company growth. The consultancy compared the results of marketing managers (CMOs) in online psychometric tests with those of other senior management positions. For example, customer data platforms (CDP), systems managed by the marketing team that create a unified and persistent customer database that can be accessed by all teams and other systems, are one of those tools that CMOs should consider to provide their teams with better customer data management capabilities and allow them to offer omnichannel personalization.
It turns out that CMOs have a personality type and, according to the report, tend to be the most extreme members of executive offices. Therefore, marketing managers must take steps to close the gap, which in fact is what most CMOs do, according to WiPro data. CMOs are also 34% more likely to take the initiative and test the limits, making them more likely to struggle with members of the organization who are more focused on results, such as the chief financial officer (CFO). Marketing managers also need to know how to identify the best talent to support their long-term strategy and vision.
.
