BMA 2014: The DNA of a Growth Marketer

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Do you have the DNA of a Growth Marketer? At a recent BMA panel, growth CMOs discussed the attributes that are essential to build effective organizations for the future. Explore their answers and to learn more, visit www.growthmarketer.org

BMA 2014: The DNA of a Growth Marketer

  1. 1. THE DNA OF A GROWTH MARKETER GROWTHMARKETER.ORG  
  2. 2. THE DNA OF A GROWTH MARKETER 2014 BMA Panel Session Madhur Aggarwal Vice President, Marketing Strategy and Growth Initiatives Office of the CMO, SAP Missy Altergott Senior Director, Corporate Marketing Level 3 Communications Lisa Armstrong VP, Marketing and Branding Pentair Mark Rentschler Head of Marketing, Americas Makino Watch the full session here Adryanna Sutherland President, Cincinnati Office gyro
  3. 3. THE DNA OF A GROWTH MARKETER “For today’s growth marketer, having deeper awareness and understanding of his or her leadership style and skillsets is vital to leveraging strengths and building capabilities in order to meet the new demands on our profession” Adryanna Sutherland President, Cincinnati Office gyro
  4. 4. THE DNA OF A GROWTH MARKETER At a recent BMA panel, we asked growth CMOs about the attributes that a recent study by SAP, Human 1.0 and The CMO Club found are essential to build effective organizations of the future. •  Building an engaged marketing culture that engenders success •  Developing adaptive marketing capabilities •  Focusing on outcome-driven execution
  5. 5. What is a Growth CMO? • Champions the end-to-end experience • Adopts and promotes data insights • Drives business outcomes TALENT Attracts and retains valuable employees; develops storytelling skills. 9%ONLY 9% DELIVER CONSISTENT ONLINE AND OFFLINE CUSTOMER EXPERIENCES. CAPABILITIES MEASUREMENT Defines metrics and develops infrastructure to provide findings to the right audiences. AGILITY Accesses information in real time and adjusts accordingly, focusing on and organizing toward priorities. 72% ADJUST THEIR MARKETING PLANS REGULARLY IN RESPONSE TO CUSTOMER DATA. SEEK TO INCREASE CUSTOMER LOYALTY BY IMPROVING THE CUSTOMER EXPERIENCE OUTCOMES CUSTOMER ENGAGEMENT Owns customer experience, able to understand consumers as the first step toward future engagement and customer interaction. OMNICHANNEL Has consistent cross-channel execution and understands the customer journey. MARKET CENTRICITY 80%see primary role as customer and market advocates. RISK INTELLIGENCE Empowers marketing employees to experiment, evaluate risks and take actions. LEARNING Shares information and best practices; understands successes and failures. TRUST Allows employees to take true ownership of their role and responsibilities. CULTURE DATA-DRIVEN INSIGHTS Extracts insights from data and applies them to business problems. 79% THE DNA GROWTH MARKETER OF A DATA-DRIVEN CULTURE 6 out of 10 marketing organizations have access to data they need. TECH Applies tech innovations to drive growth. SOCIAL 56%rely on personal networking to stay up to speed.
  6. 6. THE DNA OF A GROWTH MARKETER “For Growth CMOs these elements will become must-haves and not nice-to-have. “ Madhur Aggarwal Vice President, Marketing Strategy and Growth Initiatives Office of the CMO, SAP
  7. 7. RISK INTELLIGENCE Empowers marketing employees to experiment, evaluate risks and take actions. LEARNING Shares information and best practices; understands successes and failures. TRUST Allows employees to take true ownership of their role and responsibilities. CULTURE MARKET CENTRICITY 80%see primary role as customer and market advocates. DATA-DRIVEN CULTURE 6 out of 10 marketing organizations have access to data they need.
  8. 8. RISK INTELLIGENCE Empowers marketing employees to experiment, evaluate risks and take actions. LEARNING Shares information and best practices; understands successes and failures. TRUST Allows employees to take true ownership of their role and responsibilities. CULTURE MARKET CENTRICITY 80%see primary role as customer and market advocates. DATA-DRIVEN CULTURE 6 out of 10 marketing organizations have access to data they need. ORGANIZATIONAL CULTURE Missy Altergott Senior Director, Corporate Marketing Level 3 Communications “Our values and our people are what drive the culture. We look for people who are risk-takers, collaborators and ingenious.”
  9. 9. We  are  proficient  at  obtaining  and  understanding  data  insights     WE ASKED, BMA ATTENDEES ANSWERED: Describe your organization’s data-driven culture: We  have  access  to  data  wherever  it  resides  in  the  organiza@on   We  empower  people  to  make  decisions  based  on  data  and  insights   Management  promotes  and  socializes  data  ini@a@ves  across  the  organiza@on     We  are  increasingly  inves@ng  in  data/analy@cs  technology     40%   are  inves@ng   in  data  
  10. 10. WE ASKED, BMA ATTENDEES ANSWERED: Which of the following do you consider most important to developing a market-centric marketing culture? Implemen@ng  the  necessary  tools/technology  to  monitor  the  market     Having  an  outside-­‐in  mind-­‐set,  star@ng  at  the  top     Being  considered  the  orchestrator  of  the  customer  experience     Developing  an  understanding  of  prospects,  customers  and  compe@tors     Ensuring  employees  understand  how  their  role  impacts  prospects  and  customers     36%   Have  outside-­‐in   mindsets  
  11. 11. TALENT Attracts and retains valuable employees; develops storytelling skills. CAPABILITIES 9% ONLY 9% DELIVER CONSISTENT ONLINE AND OFFLINE CUSTOMER EXPERIENCES. MEASUREMENT Defines metrics and develops infrastructure to provide findings to the right audiences. TECH Applies tech innovations to drive growth. OMNICHANNEL Has consistent cross-channel execution and understands the customer journey. SOCIAL 56% rely on personal networking to stay up to speed.
  12. 12. TALENT Attracts and retains valuable employees; develops storytelling skills. CAPABILITIES 9% ONLY 9% DELIVER CONSISTENT ONLINE AND OFFLINE CUSTOMER EXPERIENCES. MEASUREMENT Defines metrics and develops infrastructure to provide findings to the right audiences. TECH Applies tech innovations to drive growth. OMNICHANNEL Has consistent cross-channel execution and understands the customer journey. SOCIAL 56% rely on personal networking to stay up to speed. ADAPTIVE MARKETING CAPABILITIES Lisa Armstrong VP, Marketing and Branding Pentair “Once we defined what we stood for, we were able to transform our storytelling from how we do what we do to why we do what we do.”
  13. 13. WE ASKED, BMA ATTENDEES ANSWERED: Which of the following do you consider most important to building talent capabilities in the marketing organization of the future? ARrac@ng  millennials     Retaining  valuable  employees     Crea@ng  brand  ambassadors     Building  storytelling  capabili@es     Crea@ng  highly  engaged  employees     1in3   focused  on   millennials  
  14. 14. WE ASKED, BMA ATTENDEES ANSWERED: Which area has the most need for improvement in your marketing organization? Having  consistency  between  online  and  offline  customer  experiences     Measuring  all  touchpoints  and  extrac@ng  insights  from  them     Ensuring  seamless  handoffs  between  marke@ng,  sales  and  customer  service     Understanding  the  customer  decision  journey     42%   Iden@fied  customer   journey  as  needing   improvement  
  15. 15. AGILITY Accesses information in real time and adjusts accordingly, focusing on and organizing toward priorities. 72% ADJUST THEIR MARKETING PLANS REGULARLY IN RESPONSE TO CUSTOMER DATA. SEEK TO INCREASE CUSTOMER LOYALTY BY IMPROVING THE CUSTOMER EXPERIENCEE. OUTCOMES CUSTOMER ENGAGEMENT Owns customer experience, able to understand consumers as the first step toward future engagement and customer interaction. DATA-DRIVEN INSIGHTS Extracts insights from data and applies them to business problems. 79%
  16. 16. AGILITY Accesses information in real time and adjusts accordingly, focusing on and organizing toward priorities. 72% ADJUST THEIR MARKETING PLANS REGULARLY IN RESPONSE TO CUSTOMER DATA. SEEK TO INCREASE CUSTOMER LOYALTY BY IMPROVING THE CUSTOMER EXPERIENCEE. OUTCOMES CUSTOMER ENGAGEMENT Owns customer experience, able to understand consumers as the first step toward future engagement and customer interaction. DATA-DRIVEN INSIGHTS Extracts insights from data and applies them to business problems. 79% OUTCOME-DRIVEN EXECUTION Mark Rentschler Head of Marketing, Americas Makino “We like to experiment and as a result we are able to find what works ahead of our competition.”
  17. 17. WE ASKED, BMA ATTENDEES ANSWERED: Which outcome do you feel your organization is best at? Driving  the  customer  experience  and  ensuring  con@nuous  engagement  based  on  value  exchange     Extrac@ng  and  applying  insights  from  data     All  of  the  above     None  of  the  above     Accessing  informa@on  in  real  @me  and  op@mizing  plans   Excel  at  driving   customer   engagement   1/2  
  18. 18. WE ASKED, BMA ATTENDEES ANSWERED: If outcome-driven execution is defined as proficiency in customer engagement, being agile in your marketing efforts and employing data driven insights, how would you rate your organization today? Haven’t  started     Average     Proficient     Learning     41%   Rate  as   learning  
  19. 19. What is a Growth CMO? • Champions the end-to-end experience • Adopts and promotes data insights • Drives business outcomes TALENT Attracts and retains valuable employees; develops storytelling skills. 9%ONLY 9% DELIVER CONSISTENT ONLINE AND OFFLINE CUSTOMER EXPERIENCES. CAPABILITIES MEASUREMENT Defines metrics and develops infrastructure to provide findings to the right audiences. AGILITY Accesses information in real time and adjusts accordingly, focusing on and organizing toward priorities. 72% ADJUST THEIR MARKETING PLANS REGULARLY IN RESPONSE TO CUSTOMER DATA. SEEK TO INCREASE CUSTOMER LOYALTY BY IMPROVING THE CUSTOMER EXPERIENCE OUTCOMES CUSTOMER ENGAGEMENT Owns customer experience, able to understand consumers as the first step toward future engagement and customer interaction. OMNICHANNEL Has consistent cross-channel execution and understands the customer journey. MARKET CENTRICITY 80%see primary role as customer and market advocates. RISK INTELLIGENCE Empowers marketing employees to experiment, evaluate risks and take actions. LEARNING Shares information and best practices; understands successes and failures. TRUST Allows employees to take true ownership of their role and responsibilities. CULTURE DATA-DRIVEN INSIGHTS Extracts insights from data and applies them to business problems. 79% THE DNA GROWTH MARKETER OF A DATA-DRIVEN CULTURE 6 out of 10 marketing organizations have access to data they need. TECH Applies tech innovations to drive growth. SOCIAL 56%rely on personal networking to stay up to speed.
  20. 20. Find out more at GROWTHMARKETER.ORG

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