重新思考CMO的角色.pdf

A Forrester Consulting Thought Leadership Paper Commissioned By Accenture InteractiveOctober 2018Rethink The Role Of The CMOThe Remit Of The CMO Has Changed Behold The CMO CollaboratorTable Of ContentsExecutive SummaryThe Shift From Brand To Customer Experience Has Changed The CMO Remit The CMO Collaborator Must Govern Experiences Across The Entire OrganizationCMO Collaborators Can Lead Change And Drive World Class ExperiencesKey RecommendationsAppendix12681213ABOUT FORRESTER CONSULTINGForrester Consulting provides independent and objective research-based consulting to help leaders succeed in their organizations. Ranging in scope from a short strategy session to custom projects, Forresters Consulting services connect you directly with research analysts who apply expert insight to your specific business challenges. For more information, visit forrester/consulting. 2018, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester, Technographics, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. For additional information, go to forrester. E-35536 Project Director: Sarah Brinks, Market Impact Consultant and Tarun Avasthy, Market Impact Consultant Contributing Research: Forresters CMO Professionals research group and Forrester Strategy ConsultingExecutive SummaryBusiness goals have shifted and now everyone is responsible for driving growth across the organization. Over the past decade, organizations have realized that providing great experiences drives business growth. Therefore, they have begun to respond with the introduction of more titles to the C-suite alphabet soup: “growth, digital, experience, and customer,” to name a few. However, many firms are not succeeding in delivering great experiences due to the one role that is missing: the chief collaborator. The chief marketing officer (CMO) is positioned perfectly to adopt these responsibilities by evolving their role to become the CMO collaborator. This will enable them to drive unparalleled levels of collaboration across the entire organization without adding another unnecessary C-suite title. The accelerating pace of change creates a wide range of potential new priorities for CMOs by reframing their mindsets to the new remit, enabling CMO collaborators to fill gaps left by others in the C-suite. This new remit enables more control in shaping the organizations brand whilst actively pulling together different departments to embrace customer obsession as the driving force to develop closer connections and growth across the organization.In February 2018, Accenture Interactive commissioned Forrester Consulting to evaluate the current and future role of the CMO in building and delivering experiences and the need for organizationwide collaboration. In July 2018, Forrester conducted 10 interviews and an online survey with 250 senior-level marketing decision makers from a range of industries to explore this topic.KEY FINDINGS Senior marketing leadership must fill the gap as the CMO collaborator. The CMO is the leader for both the desired perception of the organization (the brand) and the customers actual perception of the organization (the experience). Bringing together internal teams and outside partners to collaborate will allow the entire organization to align on the brand vision and curate experiences to achieve that vision while delighting customers. Alignment between the brand and experience is essential. As the CMO of a US-based technology consulting firm succinctly put it, “Experience starts with the customer.” The marketing function must know their customers; understand what they value and why; and advocate for them in product, sales, service, and operational decisions. This means that the CMO cannot shift the responsibility of becoming insights-driven to other teams instead they need to be championing the use of customer insight at a broad level.1 Investment in technology to effectively deliver experiences. Marketing relies heavily on technology to deliver contextual, relevant, and personalized experiences. Firms must invest in the right technology to meet their customer needs and improve experiences. Today, 50% of marketing technology purchasing decisions are happening outside of the marketing department. CMOs must either be part of a group of decision makers or solely make decisions as they must anticipate the change management implications of adopting enterprisewide tools that affect multiple channels, business units, and in some cases, regions. 87% of organizations agree that traditional experiences are no longer enough to satisfy their customers. 1 | Rethink The Role Of The CMO88% of organizations agree that the CMOs remit has changed in the last two years. They also agree that it will likely change continuously over the next two years. The Shift From Brand To Customer Experience Has Changed The CMO RemitIn surveying 250 senior-level marketing decision makers and conducting 10 interviews with senior-level marketing decision makers, we identified organizations that have the following characteristics as collaboration leaders: encouraging their teams to work across the company, departments, and locations, having agile, cross-functional teams, and instilling a new culture that fosters collaboration across the lines of business.The opportunity to create emotive and powerful experiences for customers is out there, but only if the CMO collaborator can inspire customer-centric thinking that resonates with a positive brand experience across all lines of business. The CMO collaborator can achieve this by creating organizational alignment, a customer-obsessed culture, and a technology suite that enables and encourages innovation and real-time change. The study results show: CMO collaborators recognize the changes to their roles and goals. Phone interviews with a range of CMOs from different industries and company sizes revealed that CMOs are aware of the heavy burden they bear, but that many are energized and motivated by this new remit. One CMO at a US-based wealth management firm said: “I think that the role is completely different. The advent of digital and what that means for how you go to market, and more importantly, how things are measured. This means you have all the data at your fingertips and can really understand how to market to clients at a visceral level using social media, feedback tools, and survey methodologies in more real time.” The changing roles and responsibilities are likely going to expand over the next year (see Figure 1). 2 “It takes a strong leader in a CMOs seat to get marketing a seat at the table. They need to have a good view into all the lines of business and be the brand advocate. The CMO has to educate the organization and continue to communicate that implementations that are structured to provide a customer experience are no longer technology implementations, they are experience implementations.”Senior VP at a US-based credit unionCollaboration leaders are identified as organizations that:1. Ensure agile and cross-functional teams.2. Instill a new culture that fosters collaboration across the lines of business.3. Encourage their teams to work across the company, departments, and locations.When it comes to curating the brand, the days of marketers believing their responsibility ends with marketing campaigns are over. Senior marketing leadership must now choose a new path. Do they want to be leaders in their field or stick to traditional marketing practices? The traditional marketing path might be the right fit for some organizations, but there is a tremendous opportunity for senior marketing leaders to step into the redefined role of marketing and collaboration. The CMO collaborator leads their organization(s) into a future of unparalleled collaboration to deliver world-class customer experiences. Experience is the new battleground organizations are required to culturally change to reflect this new customer focus. Eighty-seven percent of organizations agree that traditional experiences are no longer enough to satisfy customers. This is where the line is drawn in the sand between marketers who choose the traditional path versus the more flexible collaboration leaders. Experience decision makers also agree that to meet constantly shifting customer needs, its paramount to become more flexible in order to constantly evolve. Every decision a company makes today will have an impact on experience. Every department from marketing to finance touches experience in some way. Organizations that build the most exceptional experiences have built a culture that understands and operates with that notion in mind. Therefore, CMO collaborators can no longer rely on their tried and tested practices. The divide between collaboration leaders, with 95% agreeing their entire company is aligned around shared customer experiences, compared to only 68% of traditional marketers, shows how important organizationwide collaboration is to understand customers and meeting their needs. The CMO collaborator is in the driving seat as the new experience leader that works to pull in different departments and empower the entire organization to rally around the customer. 3 95% of collaboration leaders agree their entire company is aligned around shared customer experiences, compared to only 68% of traditional marketers.“What are the key elements that you expect to be part of the CMO role within the next 12 months when it comes to driving new strategies and innovation?” (Top 5 responses reported)Figure 126% Making our interactions more human26% Driving a new technology strategy25% Fostering customer engagement across the entire customer life cycle 24% Finding new sources of revenue growth through traditional channels24% Building an ecosystem of the right partners and/or agenciesBase: 250 respondents at the director level or above who are responsible for their organizations customer experience strategySource: A commissioned study conducted by Forrester Consulting on behalf of Accenture Interactive, August 2018 Customer obsession should drive experience. An organization that is truly customer obsessed will have a culture that reflects that customer. However, our study shows that just over a third (34%) of organizations have established a customer-obsessed culture. Creating an empathetic relationship with customers by collecting comprehensive insights is another area where we see collaboration leaders (81%) excelling over traditional marketers (53%) because CMOs and their teams have the closest proximity to customer data and insights (see Figure 2). The Senior VP at a US-based credit union explained, “We have to improve our internal customer service. Within our internal organization were customers for each other as well. And so, we have to look at that and be customer-centric from that side of things.” With so many touchpoints, its critical to have a culture that fulfills its brand promise to its customers. Ninety percent of experience decision makers agree that the CMO should be the internal advocate for their customers. The connection between promise and delivery is precisely why brand strategy is inextricably linked to sales and experience performance. Instead of acting like a gatekeeper, they should be curators, sharing a comprehensive view of the customer across the entire organization that all teams and departments can get behind in order to build the best experience for those customers. 76% of collaboration leaders are investing in emerging technology such as artificial intelligence (AI) compared to only 45% of traditional marketers.“What is your organizations timeline for the following steps to remain ahead of the competition?”(Expanding/upgrading or deployed)Figure 2Collaboration leadersBase: 250 respondents at the director level or above who are responsible for their organizations customer experience strategy from 203 leading organizations and 47 traditional marketersSource: A commissioned study conducted by Forrester Consulting on behalf of Accenture Interactive, August 201881%+28%53%Creating an empathetic relationship with our customers by collecting comprehensive insights81%60%Engaging employees to submit suggestions that improve our CX strategy85%53%Aligning internal cross-functional teams to work enterprisewide Traditional marketers+19%+32%4 | Rethink The Role Of The CMO“As you look at building any customer experience, first understand who your client is, and make sure that you closely align with them from a business to business perspective. Then it becomes easy to start to build that consistent story at all those touchpoints with the consumer.”CMO of a US-based vision health company5 Technology is now seen as the key component of the CMO collaborators mandate to deliver customer experiences. Organizations are investing in digital technologies to create value for their customers. A CMO at a US-based wealth management firm said: “Digital is an important tool to manage interactions and to cultivate new business. There are new tools that can help you get a real-time sense of your clients experience and respond to them in a real-time basis. It goes beyond just social monitoring.” Unlimited access to digital tools and capital creates a no-rules environment where competition can come from anywhere, even outside of traditional industry confines.2Thirty-one percent of organizations have already invested in emerging technology like AI to help them stay ahead of the competition, while another 39% plan to expand their investment in emerging technology. Traditional marketers who are sticking to their tried and tested practices risk losing to that competition with under half investing or expanding their investment in emerging technology. Collaboration leaders, on the other hand, are prioritizing these types of investments with over two-thirds (76%) investing or expanding their investment. Collaboration leaders recognize the importance of technology investments and are not shying away from action. The CMO Collaborator Must Govern Experiences Across The Entire OrganizationWhile the brand experience can be primarily controlled by marketing, the role of a CMO collaborator must step up and govern how customer experiences are shaped and delivered organizationwide. To deliver world-class experiences a requirement of unparalleled collaboration is needed across the organization and the CMO is seen as the connective tissue between different lines of business by 90% of organizations. As the gatekeepers of customer data and insights, the CMO collaborator and marketing team can lead their organization to new heights of customer obsession. But, that