Bridging the Gap Between CIO and CMO
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Bridging the Gap Between CIO and CMO

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CIO’s are motivated to minimize risk, and CMOs are rewarded for big campaigns that land. These differing incentives make it difficult for a brand to bridge the gap and achieve a collaborative ...

CIO’s are motivated to minimize risk, and CMOs are rewarded for big campaigns that land. These differing incentives make it difficult for a brand to bridge the gap and achieve a collaborative relationship between the two - and a good agency is responsible for mediating this relationship. Hear Isobar's co-CEO Geoff Cubitt discuss how an agency should approach the CIO/CMO relationship.

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  • Derrick is Adidas’ highest paid sponsored athlete ever, Chicago Bulls <br /> 9 Year, 300+ Million deal with him <br /> Basketball fans, he blew his knee out in the playoffs which created 2 problems <br /> Highest profile assets not available for 6mo – 1yr <br /> Adidas was about to execute biggest shoe launch ever: Drose 3 bball shoe <br /> Without their asset on court, big business problem <br /> “How could we help work with Adidas to solve that problem” <br /> - There was no stopping the shoe launch, half way through production <br /> We partnered with another agency (180 LA) and created idea having fans connect with Derrick on his road to recovery <br /> Really down to earth guy, humble, S Side of Chicago, had the personality to make this work (Not Lebron James who is arrogant) <br /> Shot footage of him coming out of hospital, all his rehab sessions, working his way back on to the court <br /> Posted that content on distributed experience, <br /> Fans could interact in a variety of ways, millions of followers on his own page, twitter, instagram <br /> Facebook <br /> Episodic content distributed across owned and earned properties where we knew fans already were <br /> Fans encouraged to interact with content in a variety of ways <br /> That content, the fan content aggregated under adidas.com/thereturn <br /> Objective #1 was to sell shoes – hit sales targets <br /> Housed on Adidas.com as a channel to do that <br /> ---- <br /> When Derrick Rose—the NBA’s youngest MVP—suffered a devastating knee injury, adidas faced a challenge in releasing his new shoe, the D Rose 3. We worked with adidas to create an interactive social media campaign that shared Rose’s rehab journey with his fans, giving an authentic behind-the-scenes look at his recovery. Using a responsive website, Facebook application, episodic videos, texts, recorded phone messages from Rose and more, we kept Rose top-of-mind while increasing sales of the D Rose 3. <br /> Over 15% of Derrick Rose mentions in social media also mention the brand (up from 0%), driving significant awareness of the link between Rose, adidas and the D Rose 3 <br /> Over 13 million mentions in all social channels (both passively and actively supported by the campaign) <br /> 3.4 million YouTube video views (over 5 million minutes watched) generated, with a click-through rate of 2% <br />

Bridging the Gap Between CIO and CMO Bridging the Gap Between CIO and CMO Presentation Transcript

  • Bridging the CIO/CMO Divide Geoff Cubitt Co-CEO, Isobar U.S. geoff.cubitt@ us-isobar.com @ IsobarUS 1. Property of Isobar. Privileged & Confidential.
  • By 2017, CMOs will spend more on IT than CIOs. – Gartner, 2012 2. Property of Isobar. Privileged & Confidential.
  • Share of Media consumption Mobile is already a dominant media channel and its Pace of change requires you to rethink your offering • Digital has surpassed TV as the top media consumption channel • Yes you know mobile is important but its skyrocketing rate of change means it’s much more important than you think − This year, mobile has overtaken desktop internet as the leading digital media channel − Mobile has grown more than 4X in the past two years yet was practically irrelevant a couple years prior − It’s steep growth curve indicates it may be set to challenge TV’s long-held dominance within 3-4 years 3. Property of Isobar. Privileged & Confidential. Source: eMarketer July 2013
  • Forrester refers to “The Ultimate Customer Relationship” where the role of the brand relationship is superseded by a stickier Digital Customer Relationship 4. Property of Isobar. Privileged & Confidential.
  • Omni-Channel World • Mobile is changing your business not just your digital business • Creating a compelling and consistent customer experience across all customer interaction channels is critical and in many ways, this is the new marketing − And there is digital component to every channel − If your employees need to leverage poor and inconsistent tools to interact with customers, the customer experience is degraded • Leveraging analytics to engage consumers in their “mobile moments” − According to Forrester only 49% of interactive marketing professionals use mobile analytics • Leverage mobile data to better understand physical spaces based on actual people movement and behavior • Need to understand the convergence of social and mobile (more than half of Facebook’s revenue comes 5. Property of Isobar. from mobile) Privileged & Confidential.
  • Energizing fan support for a top athlete’s recovery – Social and Mobile adidas | All In For D Rose Convergence • • 6 6. When Derrick Rose—the NBA’s youngest MVP—suffered a devastating knee injury, adidas faced a challenge in releasing his new shoe, the D Rose 3. We worked with adidas to create an interactive social media campaign that shared Rose’s rehab journey with his fans, giving an authentic behind-thescenes look at his recovery. Using a responsive website, Facebook application, episodic videos, texts, recorded phone messages from Rose and more, we kept Rose top-of-mind while increasing sales of the D Rose 3. Property of Isobar. Privileged & Confidential. Over 15% of Derrick Rose mentions in social media also mention the brand (up from 0%), driving significant awareness of the link between Rose, adidas and the D Rose 3 • Over 15 million mentions in all social channels (both passively and actively supported by the campaign) • 7 million+ views on YouTube (up 800%) • Facebook application created 100 impressions for every piece of content generated, with a click-through rate to the site of 2%. http://thereturn.adidas.com/
  • The Digital Product Revolution 7. Property of Isobar. Privileged & Confidential.
  • Consumerization of the Enterprise 8. Property of Isobar. Privileged & Confidential.
  • Leverage Analytics and Big Data to Learn and Optimize • It is truly possible to understand what’s working and what isn’t • It is now possible to really understand customer journey’s and optimize across channels considering geography, personas and context 9. Property of Isobar. Privileged & Confidential.
  • U.S. digital ad spending to reach $50.6 billion in 2014, up 14% over 2013. – Winterberry Group 10. Property of Isobar. Privileged & Confidential.
  • “The single biggest problem in communication is the illusion that it has taken place.” – George Bernard Shaw 11. Property of Isobar. Privileged & Confidential.
  • The Disconnect According to a 2013 Forrester/Forbes survey of IT and Marketing leaders • IT thinks it understands Marketing way more than it does − Priority Alignment - IT is more confident that it understands marketing’s priorities (68%), whereas marketing is less confident (49%) in its ability to communicate IT’s priorities − IT’s Marketing Expertise - Close to half of IT leaders (49%) believe that “the CIO hires staff with marketing expertise,” but only 19% of marketing leaders believe such • Since 2011 there has been an 11% improvement between IT and Marketing on process alignment but it’s still bleak − Leadership Focus - Only 62% of IT and 45% of Marketers feel that that adequate leadership is in place to support marketing technology investments − Ownership - 70% of IT and more than half (51%) of marketing agreeing that “marketing and IT have shared ownership/responsibility for marketing technology projects” • Lack of Marketing Technology Direction − Strategy – 61% of IT and 45% of Marketing believe their company has a strategy for Marketing Technology − View of the Customer - Businesses may be collecting data on all of the customer touchpoints, but only 50% of IT and 38% of marketers leaders believe that their company has a single view of customer interactions across touchpoints and over time − Insights – 57% of IT and 42% of Marketing believe their company can create actionable insights from a customer data • Misaligned incentives − Bonus Drivers - Only 48% of IT and 37% of marketers leaders agree that they share mutually dependent bonus drivers, Property of Isobar. agreement between marketers and IT has increased by 14% since the 2011 survey this level of Privileged & Confidential. 12.
  • When it Works • Companies such as Uber and Jawbone have transcended the gap between Marketing and Technology 13. Property of Isobar. Privileged & Confidential.
  • When it Doesn’t • Healthcare.gov is a fantastic example of how wrong things can go when technology and marketing are not aligned 14. Property of Isobar. Privileged & Confidential.
  • Differences in Mind Set are Part of the Equation Risk Taker versus Risk Manager • CMO’s are Risk Takers − Make their mark with big, well known, breakthrough campaigns − Not innovating enough can cost them their jobs − It’s about the ideas • CIO’s are Risk Managers − − − − 15. Focused on critical systems not going down, sensitive data not getting compromised Try to avoid failed projects or budget over-runs Tend to be deliberate and plodding Its about meeting commitments Property of Isobar. Privileged & Confidential.
  • Don’t Kid Yourself – Cheap Resources aren’t Necessarily Cheaper • If there is a business case for your initiative than getting it done faster, with a higher degree of confidence brings the value of that business case to bear sooner • In the case of marketing initiatives, being 3 months late to support a product launch, just isn’t an option • In some companies, IT procurement have become enamored with the cheapest “commodity” resources • The problem is that good technology resources are not a commodity − Numerous studies have shown that most work on an technical project gets done by 20-30% of the team − If you’re not careful you’ll end up with a team full or people that can’t get anything done • An IT project staffed with mediocre to poor resources will almost certainly suffer from delays, budget overruns, poor quality, and poor adherence to user experience design − The cumulative affect of all these can be devastating to a marketing initiative 16. Property of Isobar. Privileged & Confidential.
  • Sophisticated Solutions Take Time – Plan Accordingly • Marketing can have a tendency to under appreciate how long it takes to build a robust solution • Time is required to design and build sophisticated and value added customer solutions • There is a difference between what is in effect an animated brochure and a differentiating technical offering that is tied into CRM, ERP and other backend systems • Marketing calendars don’t often focus out across multiple years and sometimes not beyond seasons • Marketers need to engage their technology partners early in the process to provide more planning lead team • Additionally marketers need to plan earlier for initiatives which are foreseeable, considering more than just the marketing focused tasks 17. Property of Isobar. Privileged & Confidential.
  • Bridging the CIO – CMO Divide 18. Property of Isobar. Privileged & Confidential.
  • Re-think Infrastructure Role Cloud computing is a game changer 1. − It’s possible to move faster with no capital infrastructure investment − Environments can be ramped up and scale elastically to support a campaign spike then ramped down or shut down going forward − IT needs to embrace this change and support Marketing’s use of the cloud Separate out the core support functions from customer facing solutions and marketing 1. a) Desk-top support, network, email, etc. are core support functions for the organization and deserve their own focus b) Customer facing applications and marketing solutions require a different expertize and focus 19. Property of Isobar. Privileged & Confidential.
  • Align Incentives • Tie both CMO’s and CIO’s to tangible business results if input from both sides is necessary for success • For example, If your goal is to increase the average size of purchase and the answer is heavily technology-enabled, then make this metric jointly owned • If both sides have common incentives than both have motivation to move at the pace of customer opportunities and demands 20. Property of Isobar. Privileged & Confidential.
  • Build Cross Functional Teams • Technology resources should be involved early on in Marketing initiatives and both sides should work collaboratively throughout the life cycle of an initiative − Getting everyone excited about something that’s never going to happen due to technical limitations is frustrating and time consuming − Technology resources can be more than a wet blanket on great ideas the can help to open up a world of technology enable capabilities that marketing might never have thought of − Likewise Marketing should continue to be engaged through delivery to help with resolving things that don’t go according to plan and ensure that the solution delivered aligns with what was desired • If it’s the CIO’s responsibility to support the CMO then it’s the CMO’s responsibility to involve them in their plans 21. Property of Isobar. Privileged & Confidential.
  • Communicate and Empathize • Too often CIOs and CMOs talk past each other • Align objectives carefully so that each side has common goals and language • Long term culture is key to ensuring a successful relationship − Both sides must truly respect and appreciate what the other does − This starts with spending time working together and trying to truly understand the value the other provides 22. Property of Isobar. Privileged & Confidential.
  • Define a Strategic Plan • Its hard to get where you want to go if you don’t know where you’re going • As noted, some things take longer than a campaign season to put in place so having a strategic plan to define those longer term investments is critical • Develop a capability roadmap to guide you along the way and manage organizational expectations • Stay agile − Keep major initiatives in manageable phases like 6-9 months versus 18-36 months; this helps to demonstrate progress and validate further investment − No plan survives contact with the enemy so be prepared to adjust as changes in the marketplace require − Leverage agile development based approaches to align effort around the highest business priorities as things evolve and ensure buy-in along the way 23. Property of Isobar. Privileged & Confidential.
  • The Hack • Understand the current client incentives and motivations and try to work in ways that don’t cut across the grain • Influence them toward changes listed above • Be the bridge 24. Property of Isobar. Privileged & Confidential.
  • Any questions? 25. Property of Isobar. Privileged & Confidential.