Maria Cristina Farioli - Il nuovo CMO e l’arte di rispondere alle richieste dei clienti


Published on

Published in: Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • This report is IBM’s first study of CMOs – and the fifteenth in the ongoing series of C-suite studies developed by the IBM Institute for Business Value . The CMO Study follows the same tradition as the studies preceding it, with fact-based insights derived from in-depth conversations with executives around the globe.
  • You can see that the top four challenges are data explosion, social media, growth of channel and device choices, and shifting consumer demographics. It’s easy to see why CMOs are facing a “complexity gap,” because all of these challenges make marketing much more complicated today that it has ever been before. And it’s only going to get more complicated in the future.
  • The digital revolution is transforming the marketplace. Empowered customers can see – and say – more about the organizations that serve them than ever before. But this revolution has also left CMOs struggling to respond. Just as X-rays transformed medicine by letting doctors see through human tissue, so the new information and communication technologies are revolutionizing business by letting customers and citizens peer through corporate walls. As a result, the relationship between people and the institutions that serve them is changing dramatically. Consumers’ expectations are rising. They want better products and services, more choice and more value. And they expect organizations to act in a socially and environmentally responsible manner. Business customers are also buying more carefully, haggling harder over prices, demanding greater customization and looking for opportunities to pass risk back to their suppliers. Meanwhile, globalization has given customers everywhere many more options. Witness the fact that world export flows have soared from $7.9 trillion to $18.9 trillion in current U.S. dollars over the past 10 years. And, with social media, anyone can become a publisher, broadcaster and critic. Facebook now has more than 750 million active users, for example, and the average user posts 90 pieces of content a month. Twitter’s registered users send about 140 million tweets a day. And YouTube’s 490 million users upload more video content in a 60-day period than the three major U.S. television networks created in 60 years. In short, customers can see – and say – more about the organizations they deal with than at any time in history. If an organization stumbles, there’s nowhere left to hide. At the same time, the digital revolution is providing unprecedented opportunities to engage with customers. But any business that wants to realize the potential of new information and communication technologies faces a daunting task. It must, first, intercept and interpret vast quantities of data to find the meaningful parts. The volume and variety of data are increasing with ferocious velocity. We now create as much information every two days as we did from the dawn of civilization to 2003. CMOs, therefore, have to do more than ever before. They have to manage more data, understand and engage with more demanding customers, and ensure their employees consistently exemplify the organization’s values. They have to use tools and technologies their children often understand better than they do. And they have an average tenure of just three to four years in which to make their mark.
  • TRANSITION HERE TO The IBM perspective on the implications
  • Maria Cristina Farioli - Il nuovo CMO e l’arte di rispondere alle richieste dei clienti

    1. 1. 23 Gennaio, 2013 – MilanoIl nuovo CMOe l’arte di rispondere alle richieste dei clientiMaria Cristina Farioli, IBM ItaliaDirector of Marketing, Communications & Citizenship© 2013 IBM Corporation
    2. 2. The 2011 Global CMO Study is part of our C-suite Study seriesencompassing interviews with more than 15,000 C-suite executives ’04-’05 ’06-’07 ’08-’09 ’10-’11 CEO CIO CFO CHRO CSCO CMO © 2013 IBM Corporation
    3. 3. Point 1: This is the chart that matters. “From Stretched to Strengthened; Insights from the Global Chief Marketing Study”3 January 24, 2013 IBM Confidential The Era of Smarter Planet © 2013 IBM Corporation
    4. 4. IBM Institute for Business ValueCMOs: swimming, treading water or drowning? In this digital era... CMOs have to...  Globalization has brought the world to  Do more than ever, inside and outside everyone’s backyard the organization  Everyone is a broadcaster, publisher and  Be more accountable for return on a critic: there is nowhere to hide investment (ROI)  Transparency is the new price of entry  Use tools and technologies that their children understand better than they do And... And... more data, more sources, CMOs have just three to four years less clarity to make their mark “Being able to collect the right information, making sure the right people have access to it, can analyze it, and make recommendations based on insights – this is where marketing needs to lead, invest, engage.” Engineering and machinery senior VP sales and marketing, France4 © 2013 IBM Corporation
    5. 5. The timeless responsibilities of marketers everywhere…Knowing the customer. Defining what to market Protecting the brand and how to market it. promise.…are evolving into three imperatives for a new profession.Understanding Creating a system of Designing your cultureeach customer as engagement that and brand so theyan individual. maximizes value creation are authentically one. at every touch.5 © 2013 IBM Corporation
    6. 6. The new profession paints a predictive picture of each customer byharnessing data on a massive scale • Instruments all key touch points to gather the right data about each customer. • Connects social media data, transaction data and other information to paint a more vivid picture of each customer. • Runs the right analytics at the right time on the right customer to generate new ideas about whom to serve and how best to serve that person. • Generates insights that are predictive, not just historical. • Builds capabilities to do this on a massive scale.6 © 2013 IBM Corporation
    7. 7. The new profession designs the full customer journey, knowing whatclients want before they do and creating value at every touch • Designs tailored experiences that connect the company, the channels and like- minded customers. • Creates and automates and automates a system of engagement to deliver these personal interactions—at a massive scale. • Uses analytics to guide the development of tomorrow’s portfolio.7 © 2013 IBM Corporation
    8. 8. The new profession defines a promise - then builds the systemto live it authentically through the brand and across the culture • Develops an acute understanding of its reputation by actively listening and engaging in social media. • Systematically closes the gaps between a company’s unique character and its reality— in all critical interactions. • Champions tools that connect the organization, and platforms that enable employees to delight customers. • Ensures that systems are in place to manage the risks of being a social business.8 © 2013 IBM Corporation
    9. 9. Implications for CMOs and C-Suite (Accelerators or Pitfalls) New metrics New skills  Total consumer / customer contribution  Analytics, software/product development  Digital signals  Publishing/content creation  System optimization  Behavioral science New structures New cultures  Interconnected marketing function  Agile  Interconnected/collaborative agency network  Innovative  CMO/CIO/agency media integration  Numerate New relationships New leadership  CIO  Corporate character  CHRO, CFO  Consumer experience  Head of sales, Head of supply chain  Employee experience © 2013 IBM Corporation
    10. 10. Something new is happening on a smarter planet As computing moves to the front office, we are serving new clients who are looking to change the way they work and lead. Police chiefs fight crime with data Marketers predict individual behaviors Farmers track livestock in real time Doctors deliver personalized prescriptions Retailers foresee emerging shopping trends Chief Supply Chain Officers change assortments in seconds10 © 2013 IBM Corporation