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Management in crisis  - New planning and Future CMO  Toni Keskinen,  Marketing Architect  Toni.keskinen@toinen.fi  +358 50...
The management is   challengedbyacceleratingchange, complexity and   creativitydemand   Key findings:   1. The World’s pri...
“The threats and opportunities aren’t just coming at                     us faster or with less predictability; they are  ...
Management hasdifficultiescombining..                         Topsight   with   Insight© Toinen Helsinki 2012
Average management view:                          DRIVING IN THE DARK© Toinen Helsinki 2012
Average management view                         DIFFERENT PERSPECTIVES                                Marketing dept/CEO  ...
Fractured data use – Blindspots          Weight                         Own/competitor     Own/competitor                 ...
Combined data = Story&insights          Weight                          Monthly           Quarterly                  Annua...
REALITY CHECK: IN BUSINESS YOU ARE ALWAYS DRIVING IN THE DARK          YOU CAN GET BETTER LIGHT, BUT NEVER                ...
WHAT’S HAPPENING IN THE BUSINESS   ENVIRONMENT?© Toinen Helsinki 2012
Customerrelationships andinsightsaremoreimportantthaneverdue to..                   TRANSPARENCY          DATA EXPLOSION  ...
SO, WHAT IS THE FUTURE ROLE OF   MARKETING AND CMO?© Toinen Helsinki 2012
Demand for accountability  – The key here is the corporate management acceptable marketing    investment model = accountab...
CMO has the bestcombination of customer   and business understanding  – CMO has a rolebetweencorporatestrategy, operations...
Whydocompaniesexist?   - To servetheircustomers  CMO’scurrentorder of    priorities:  1. Find, reach and feed new      cus...
Corporateinterest = CMO’sfocus New order in priorities   (bottomup): 1. Mostaccountablegrowthfromcu     stomers and     th...
FUTURE CMO – CATALYST FOR CHANGE  Marketing and sales                            Strategy, offering,  Customer research an...
CMO – Portfoliomanagerresponsible forAllocation and Attribution                                     MARKETING             ...
ECOSYSTEM VIEW?   Convergence, re-structuring, new   specialistdiciplines.. Change in balance   of power and influence© To...
Integration of knowledge and   diciplineswillbeinevitable = Co-creation and co-   operation   + completely new gamechanger...
Convergence of ecosystem and silos  • Goals: Managingwithknowledge and accountability  • CMO shouldberesponsiblecreating a...
CHANGE WILL BE AN ADVENTURE WE   ARE ENTERING ALREADY   = OPPORTUNITY and INSPIRATION© Toinen Helsinki 2012
Check outfuturecmo.orgfor more
THANK YOU   Toni.keskinen@toinen.fi   +358 50 55 22276© Toinen Helsinki 2012
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This presentation is about management change and change management. Corporations are facing increasing difficulties due to ever more complex business environment they are not equiped to handle at increasing speed and creativity has become a new management imperative. This change will require stronger focus on customers and extreme change in ecosystems serving management and CMO especially. This presentation is about priorities and journey we are already entering..

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  1. 1. Management in crisis - New planning and Future CMO Toni Keskinen, Marketing Architect Toni.keskinen@toinen.fi +358 50 5522276© Toinen Helsinki 2012
  2. 2. The management is challengedbyacceleratingchange, complexity and creativitydemand Key findings: 1. The World’s private and public sector leaders believe that a rapid escalation of “complexity” is the biggest challenge confronting them. They expect it to continue – indeed, to accelerate – in the coming years 2. They are equally clear that their enterprises today are not equipped to cope effectively with this complexity in the global environment 3. Finally, they identify “creativity” as the single most important leadership competency for enterprises seeking a path through this complexity. IBM CEO study, 1500 interviews in 2010© Toinen Helsinki 2012
  3. 3. “The threats and opportunities aren’t just coming at us faster or with less predictability; they are converging and influencing each other to cerate entirely unique situations. The first-of-their-kind developments require unprecedented degrees of creativity – which has become a more important leadership quality than attributes like management discipline, rigor or operational acumen.” Mr. Samuel J. Palmisano, Chairman, President and CEO of IBM Corporation© Toinen Helsinki 2012
  4. 4. Management hasdifficultiescombining.. Topsight with Insight© Toinen Helsinki 2012
  5. 5. Average management view: DRIVING IN THE DARK© Toinen Helsinki 2012
  6. 6. Average management view DIFFERENT PERSPECTIVES Marketing dept/CEO (future) Sales/customerservices/analytics (now) CFO/HR/Research (past)© Toinen Helsinki 2012
  7. 7. Fractured data use – Blindspots Weight Own/competitor Own/competitor Own/competitor Monthly Quarterly Annual report P’n’L P’n’L P’n’L Co-creation/ Openinnovation CSAT/ VOC CRM Own personnel Scoring salesreport RFM On-line Tracking Modeling Analytics Mystery- Realtime: shopping Automatic- optimization Campaignanalysi s SoMe Time Monthly Quarterly Annual Diciplined and capsuledinformationresultblindspots and donotofferoptimalvalue. There is no story in the data© Toinen Helsinki 2012
  8. 8. Combined data = Story&insights Weight Monthly Quarterly Annual report P’n’L P’n’L P’n’L Realtime: Automatic- CRM Co-creation/ Scoring optimizationsalesreport Open innovation RFM Modeling On-line Tracking, research Mystery- CSAT/ Analytics shopping VOC SoMe Campaign analysis Time Combined data that is open for alldecisionmakers, tellmuchricher and morevaluablestoryand increase the value of information© Toinen Helsinki 2012
  9. 9. REALITY CHECK: IN BUSINESS YOU ARE ALWAYS DRIVING IN THE DARK YOU CAN GET BETTER LIGHT, BUT NEVER DAYLIGHT© Toinen Helsinki 2012
  10. 10. WHAT’S HAPPENING IN THE BUSINESS ENVIRONMENT?© Toinen Helsinki 2012
  11. 11. Customerrelationships andinsightsaremoreimportantthaneverdue to.. TRANSPARENCY DATA EXPLOSION UNPREDICTABILITY: PRIVACY & OTHER LIKELIHOOD OF REGULATION BLACK SWANS FOCUS SHOULD BE:FROM MEDIOCRISTAN CUSTOMER BEHAVIOR TECHNOLOGY TO EXTREMISTAN CHANGE AND COSTS DOWN CHANGE SCENARIOS GLOBAL OPPORTUNITY INTERDEPENDABILITY DEMOCRACY REAL TIME TRUST VS. REQUIREMENT OPPORTUNISM© Toinen Helsinki 2012
  12. 12. SO, WHAT IS THE FUTURE ROLE OF MARKETING AND CMO?© Toinen Helsinki 2012
  13. 13. Demand for accountability – The key here is the corporate management acceptable marketing investment model = accountability and business cases – Marketing has been a rogue spending area in corporations without direct accountability for financial results. Managing liquid investments worth several percentages of corporate turnover/year (P&G 9-11%) must be held accountable and responsible – Every single business investment area is held liable for profitability and accountability apart from advertising and marketing. – Because real accountability is becoming possible, it will be demanded. Period.© Toinen Helsinki 2012
  14. 14. CMO has the bestcombination of customer and business understanding – CMO has a rolebetweencorporatestrategy, operations, and customerunderstanding – CMO is responsible for constantlyanalyzing and tracking the brand’ssuccess and perception in the marketcompared to otherbrands and players: how the marketworksfrom the customerpoint of view – CMO shouldknowhowdifferentstrategiesinfluencecustomerbehavior, loyalty and consequently business – CMO hasresources to allocate and he canreact in bothbrandrelatedissues and tacticalsales – CMO’sjob is to make the money work for the company and invest in anypurposeresultingprofits, growth and competitiveadvantage© Toinen Helsinki 2012
  15. 15. Whydocompaniesexist? - To servetheircustomers CMO’scurrentorder of priorities: 1. Find, reach and feed new customers 2. Convertthem to buyers 3. Keep and grow the value of eachcustomer 4. Createsuch a greatexperience and highvaluethatcustomersar evoluntarilyspreading the brandwithrecommendatio ns© Toinen Helsinki 2012
  16. 16. Corporateinterest = CMO’sfocus New order in priorities (bottomup): 1. Mostaccountablegrowthfromcu stomers and theirlifetimevalueincludingcust omerexperience 2. Strongestgrowth of customerbasefromincreasedco nversionrate 3. Othermarket – noncustomers, isleastaccountable. Real timemarketing, resultbased business models and analyticsincreaseROI© Toinen Helsinki 2012
  17. 17. FUTURE CMO – CATALYST FOR CHANGE Marketing and sales Strategy, offering, Customer research and operations behaviour analytics Future Business and internal CMO information Customer CEO CFO Market and CMO CSO Business HR etc. view Marketing profitability optimisation (Everything is Insights Translation of customer marketing: product, pricing, behavior to corporate strategy distribution, customer and operations management experiences, organisation, promotions, reclamations…) Futurecmo.org© Toinen Helsinki 2012
  18. 18. CMO – Portfoliomanagerresponsible forAllocation and Attribution MARKETING PORTFOLIO Sync PRODUCTS CUSTOMER AND PORTFOLIO SERVICES PORTFOLIO© Toinen Helsinki 2012
  19. 19. ECOSYSTEM VIEW? Convergence, re-structuring, new specialistdiciplines.. Change in balance of power and influence© Toinen Helsinki 2012
  20. 20. Integration of knowledge and diciplineswillbeinevitable = Co-creation and co- operation + completely new gamechangers (Black Swans) CREATIVE CONSUL- IT AGENCIES TING MEDIA EDUCATION AGENCIES CMO & BOARD OF RESEARCH MEDIA DIRECTORS & BRAND = HOLISTIC ENTITY ANALYTICS Likelihood: the ecosystemplayerswillcreate new coalitionpropositions and valuecreationmethodologies in Symbiosis© Toinen Helsinki 2012
  21. 21. Convergence of ecosystem and silos • Goals: Managingwithknowledge and accountability • CMO shouldberesponsiblecreating a nervoussystem for corporateportfolio management (customers – marketing – products and services): Limbicsystem= capability to reactautomatically to individualcustomer’s and marketingopportunitiesand needsguiding and steeringoperations in anygivencustomerinterface Cortex = Intelligence and analysis of the market, foresight and scenarios • Components and partnerssupportinginternalorganisation: IT infra: data capturing, warehousing and management, automatization Portfolio management: Marketing – customers - products and services Analytics and insights, scenarios and strategy Executioncapabilitiesproactively and reactively Innovation and development: services, products, distribution, networks, operations, partnering and communications Brand = Company as a holisticentity© Toinen Helsinki 2012
  22. 22. CHANGE WILL BE AN ADVENTURE WE ARE ENTERING ALREADY = OPPORTUNITY and INSPIRATION© Toinen Helsinki 2012
  23. 23. Check outfuturecmo.orgfor more
  24. 24. THANK YOU Toni.keskinen@toinen.fi +358 50 55 22276© Toinen Helsinki 2012

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