2021年評(píng)估營(yíng)銷狀況報(bào)告RATE THE STATE OF MARKETING：A C-SUITE SCORECARD - C-Suite Scorecard Of Marketing Effectiveness：A 2021 Enterprise Performance Report

RATETHESTATEOFMARKETING:

AC-SUITESCORECARD

C-SuiteScorecardOfMarketingEffectiveness:

A2021EnterprisePerformanceReport

C-SUITESCORECARD

REPORT

KEYTAKEAWAYS

PositiveLevelOfConfidence

EssentialRoleOfCMOIs

InMarketing’sAbilityToLead

SeenAsCustomerExperience

Recovery,Revenue&Sales

AdvocateAndChampion

GrowthIsTheTopMeasureOf

OutsourcingFractionalAdvisors

Performance;Functional

IsTheBestWayToBringNew

ModernizationIsTheBiggestNeed

Thinking,ImpartialityAndDepth

INTRODUCTION

Whilerevenueandsalesgrowthrankasmanagement’stopmandateformarketers,CMOswillbemorethanhappywithgradesreceivedinanewC-SuiteScorecardofmarketingvalueandeffectivenessbenchmarkedinthisreportbytheChiefMarketingOfficer(CMO)Council.

Marketingteamsscoredhighlyinaratingof2020performance,andmostseniorexecutivesreportacloselevelofcollaborationandalignmentwiththemarketingorganizationintheirdifferentareasofresponsibilityandfunctionalfocus.

Surveyparticipants(120)includedamixofseniormanagementexecutivesacrosscompaniesofallsizes,industrysectorsanddiverseleadershiproles.Nearly40%ofrespondentswereincompaniesofmorethan$1billioninannualrevenueandanadditional21%weredrawnfrommid-sizedcompanieswithrevenuesof$100millionto$1billion.Thebalanceofsurveytakers(39%)camefromcompanieswithlessthan$100millioninannualsales.

TheBusinessLeaderScorecardofMarketingreveals:

Revenueandsalesgrowthisthetopdeliverableformarketing,accordingto80%ofsurveyrespondents,withcustomeracquisitionandprofitabilityaclosesecond(71%).

69%ofbusinessexecutivesareextremelyormoderatelyconfidentinmarketing’sabilitytoleadgrowthrecoveryin2021.

84%ofbusinessleadersareclosely,regularly,orincreasinglyinteractingwithmarketingteams.

46%ratemarketingteamperformanceasverygoodorexceptionalin2020;afurther45%sayitwasmoderate.

Collaborationandalignmentbetweenlinesofbusiness,functionalareasandmarketingisviewedasclose,balanced,effectiveandwell-integratedby37%ofrespondents;thesamepercentagesayitisgettingbetterallthetime.

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KEYFINDINGS

CMOISVIEWEDASTHECUSTOMERAUTHORITY

Businessleadersappeartohavegrowingconfidenceinthecustomer-centricityofmarketingleadershipwith62%ofsurveyrespondentsconsideringtheessentialroleoftheCMOas“customerexperienceadvocateandchampion”intheirorganization.ThiscorrelateswellwithwhatmanagementbelievesisthesecondandthirdmostimportantKPIsformeasuringmarketingvalue,namely“customeracquisitionandprofitability”and“customersatisfactionandretention.”Thesefollow“revenueandsales,”whichisrankednumberoneby80percentofsurveyrespondents.

ThesecondarymanagementviewoftheCMO’sroleas“digitaltransformation/marketingautomationleader”by54%ofrespondentsunderscorestheirbeliefthatthereisaneedtomodernizeandautomatethemarketingfunctioninadigitallyconnectedworld.Amorecommonstereotype/descriptorassociatedwiththeCMO–“brandreputationcustodianandvaluecreator”–waslistedby51%ofsurveyparticipants,onaparwith“maestroofcommunicationsanddemandgeneration.”

GAPS,HOLESANDDEFICIENCIESAREHIGHLIGHTED

Intermsofmarketingorganizationalimprovement,C-suitepeersseethebiggestgapsandholesinkeyareasofcampaignexecution,digitalleadership,betterusecustomerdata,andpresentingafinancialcaseformarketinginvestments.

TOPFIVEDEFICIENCIES|MARKETINGORGANIZATION

MODERNIZATIONOFMARKETINGORGANIZATION,SYSTEMSANDOPERATION

PROFICIENT,TECHNICALLYSAVVYMANAGERSINKEYDIGITALROLES

GREATERCUSTOMERKNOWLEDGEANDMARKETUNDERSTANDING

ADAPTIVE,INFORMEDDECISIONMAKINGBASEDONGOODDATA

ABILITYTOMAKEABUSINESSCASEFORMARKETINGSPEND

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TOPC-SUITESCORECARDFIVEAREASFORIMPROVEMENTREPORT

WHATC-SUITELEADERSHAVETOSAY

Businessleadersarelookingformarketingtostepupandleadthechargeinrevenue-generatingactivities.

They'relookingdownthefunnelandexpectmarketingtodrivedemandgenerationthroughimpactfulandrelevantcampaignsandaseamless,cohesivecustomerjourney.

Todothis,marketersmustovercomethedeficienciesindigitalleadershiphighlightedabove.

WHATMARKETINGLEADERSHAVETOSAY

Seniormanagementseemstobeonthesamepageaschiefmarketers

whoearlierintheyeartookpartinCMOCouncilstudyonScalingtheValueofthe

CMO.Thissurveyfoundanoverwhelming86%ofseniormarketersbelievelackofcapabilitieshasresultedinmissed

revenue,growthand

customeracquisition

opportunities.

DEMANDGENERATIONAND

1

CUSTOMERJOURNEY,ACQUISITION

SALESPIPELINEDEVELOPMENT

ANDCONVERSION

CAMPAIGNIDEATION,

2

SEGMENTATIONANDPERSONALIZED

EXECUTIONANDIMPACT

MESSAGINGATSCALE

CUSTOMERJOURNEY,

3

ACTIONINGONCUSTOMER

ACQUISITIONANDCONVERSION

DATAINSIGHT

MARKETINGPLANNINGTOSUPPORT

4

DEMANDGENERATION

DIGITALGROWTHSTRATEGIES

ANDPIPELINE

ACTIONINGONCUSTOMER

5

CAMPAIGNEXECUTIONAND

DATAINSIGHT

MEASUREMENT

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OUTSOURCED,FRACTIONALCMOSAREVIEWEDFAVORABLY

AccordingtoChiefOutsiders,anationwide"Executives-as-a-Service"firm,thereisagrowingdemandforpart-time,orfractional,chiefmarketingofficersinlargeenterpriseswheretransitionalorshort-termfunctionalleadershiprolesneedtobefilled.ThisistypicallytriggeredbyCMOtransitions,lackofspecificskillsets,newcompetitivemarketconditions,diversification,marketexpansion,restructuring,acquisition,rapidgrowth,orachangingdigitalbusinessmodel.

Thefractional“plugandplay”modelisparticularlyappealinggiventheextendedtimeittakestofindandonboardnewmarketinghiresaswellasestablishcredibilityandoperationaleffectivenessintheorganization.Interimstaffingofmarketing,ontheotherhand,bringson-demanddomainexpertiseandexperienceinwhateverroleismostneededtodeliverbothrevenueandresults.

52%

48%

41%

41%

38%

TheC-SuiteScorecardfindingsattesttothispoint-of-view.Businessexecutivesbelieveinterimorfractionalmarketingleaderscanaddvaluebyinjectingnewthinkingandactingaschangeagents.

Injectnewthinking,ideasandinnovations

Offerobjectiveperspectivesandassessments

Introduceprovenmethodologiesandpractices

Strengthenleadershipanddepthinseniorroles

Actaschangeagentsand/orpace-setters

IntheCMOCouncil'sScalingtheValueoftheCMOreport,chiefmarketerssawvalueinon-demandfractionalmarketingleadersashavingarangeofcompetenciesandafastrampup,whichisparticularlyneededduringthistimeofrapidtransformation.

47%

46%

46%

46%

30%

Fastrampupandtime-to-performance

Provenperformersanddoers

Rangeofcompetenciesandcapabilities

Domainexpertiseorknowledge

Addedvaluethinkingandleadershipdepth

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HOWBIGCOMPANYEXECSDIFFERFROMSMALL

INTHEIRVIEWSOFMARKETING

LARGE

ENTERPRISEEXECS

SEEMARKETINGAS

CUSTOMEREXPERIENCECHAMPION

ARELESSCONFIDENTIN

MARKETINGPERFORMANCE

HAVELIMITEDINTERACTIONS

WITHMARKETING

ARELESSSATISFIEDWITHLEVEL

OFMARKETINGALIGNMENT

SAYMARKETINGISMOST

CHALLENGEDINMODERNIZING

THEMARKETINGORGANIZATION

SAYBIGGESTAREAOFIMPROVEMENT

ISDEMANDGENERATION

BELIEVEFRACTIONALMARKETINGLEADERSADDNEWTHINKINGANDLEADERSHIP

*Largeenterpriseisqualifiedascompanieswithmorethan$500Minannualsales.

SMALL

ENTERPRISEEXECS

SEEMARKETINGAS

BRANDREPUTATIONCUSTODIAN

AREMORECONFIDENTIN

MARKETINGPERFORMANCE

HAVEHIGHLEVELSOF

INTERACTIONWITHMARKETING

AREMORESATISFIEDWITHLEVEL

OFMARKETINGALIGNMENT

SAYMARKETINGISMOSTCHALLENGEDINACQUIRINGDIGITALTALENT

SAYBIGGESTAREAOFIMPROVEMENT

ISCUSTOMERJOURNEY

BELIEVEFRACTIONALMARKETINGLEADERSOFFERPROVENMETHODOLOGIESANDPRACTICES

*Smallenterpriseisqualifiedascompanieswithlessthan$500Minannualsales.

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METHODOLOGY

Findingsarefroma2021surveyof120seniorcorporateexecutivesconductedbytheCMOCouncilinpartnershipwiththeC-SuiteNetwork,BusinessPerformanceInnovation(BPI)Network,andtheHarvardBusinessSchoolAssociationofNorthernCalifornia.SponsoredbyChiefOutsiders,aleadingfractionalCMOserviceprovider.

TheC-SuiteScorecardsurveywasfieldedonlineusingtheQualtricsplatforminQ22021.Surveyparticipants(120)includedamixofseniormanagementexecutivesacrosscompaniesofallsizes,industrysectorsanddiverseleadershiproles.Nearly40%ofrespondentswereincompaniesofmorethan$1billioninannualrevenueandanadditional21%weredrawnfrommid-sizedcompanieswithrevenuesof$100millionto$1billion.Thebalanceofsurveytakers(39%)camefromcompanieswithlessthan$100millioninannualsales.

ThemajorityofrespondentswerefromNorthAmerica(84%)withsomerepresentationfromEurope,AsiaPacificandtheMiddleEast.KeytitlesrepresentedinthesurveypopulationincludedCEO(15%),president/COO(12%),EVP/SVP(21%),lineofbusiness(LOB)leaders(14%),functionalleaders(14%),departmentheads(8%),andbusinessteamleaders(8%).

Allmajorindustrysectorswererepresentedwiththelargestpercentagecomingfromthetechnology,financialservices,professionalservices,pharmaceutical,entertainment,andconsumerproductsectors.

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EXPERTCOMMENTARY

PETEHAYES

PrincipalandCMOChiefOutsiders

DEMANDFORFRACTIONALMARKETINGEXECUTIVESISEXPLODING

ThisC-SuiteScorecardfromtheCMOCouncilbringscompellinginsighttoagrowingphenomenoninenterprise-classmarketingorganizations.Noteverythingisgettingdone.With?aninternalNetPromoterScoreof-46fromC-Suitemarketingstakeholders(extrapolatedfromQ2),it’snowonderthefractionalCMOsolutionisexplodingtofillthegapsandholesofcriticalexpertiseandleadership.Demandforourfirmalonefromenterprisebusinesseshasshotupover150%thisyear.

HIGHEREXPECTATIONS:WHENCANEXPERIENCEDRESOURCESHELP?

ThisreportshowsthehigherexpectationsonMarketingorganizationstodelivernotonlyapowerfulbrandandsalesleads,buttodriveoverallrevenuegrowth,plusprofitabilityandretention(Q6andQ10).That’satallorder.Theneedtoaugmententerprisemarketingorganizationssurfacesmostoftenwhenthereisare-organizationoftheteam,andemptyCMOorVicePresidentlevelchair,orwhenfacingmarketexpansionprojects(Q9).

INSTANTVALUE,AFFORDABLE&FLEXIBLE

SavvymarketingleadersareusedtotappingthelatestSaaSofferingtobolstertheirMarTechcapabilities.Similarly,seniormarketingtalentcannowalsobesourcedon-demand.Yougetexactlytheresourceyouneed,deployedimmediately,onaninterimorfractionalbasis.Andthat’sagoodthingsincemorethanhalfoftheCMOssurveyedintherecentCMOCouncil“ScalingtheValueoftheCMO”studysaytheyarechallengedbythetimeittakestoproperlyrecruitandonboardseniorfunctionalleadersontheirteam,sayingtheprocesstakesthreetosixmonths.WithafractionalCMO

resource,monthsturnintodays.Andtheresourcecanscaleupordown,evenonamonthlybasis,asneedschange.

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CAUTION:NOTALLFRACTIONALCMOSAREALIKE

WiththousandsoffractionalCMOstochoosefrominthemarketplace,howdoesabusinessleaderpicktherightresourcefortheirsituation?C-Suitestakeholdersarelookingforhighlyexperiencedtalent,individualswhocaninjectnewthinking,bringideasandinnovationstobearalongwithprovenmethodologiesandbestpractices(Q8).Thissuggestsyourfractionalhireshouldhavespecificoperationalexecutiveexperienceontheirresumeinacompanyofyoursizeandcomplexity.ThebenefitofworkingwithafirmsuchasChiefOutsidersisthatweonlyhireexperiencedCMOsandVPs

ofmarketingfromlargecompanies.Lessthat2%offractionalexecutiveapplicantsmetourstandardslastyear.Ourclientsbenefitfromthehighstandardswe’vesetforourCMOs,bothinexperienceandorganizationalsavvy.

SELECTION,SELECTION,SELECTION

Marketingexecutiveneedsvarybyorganizationandwithinanorganization.Onesizedoesnotfitall.Youwanttohavechoiceswhenyou’relookingforcomplementaryskillstoyourexistingmarketingteams.That’swhereourrosterofover80ChiefMarketingOutsiderscomesin.Findexactlythetalentyouneed,quickly.Andgetstrategicinitiativesunderway.Selectingproven,seniormarketingtalentforyourteamnotonlydeliversfunctionalvaluequicklybutlowerstheriskofabadhire-orworse-afailedstrategicinitiative.

AUGMENTYOURTEAM;GETMOREDONE

Bottomline?TheexpectationsfromC-Suitestakeholdersonmarketingorganizationsisincreasing.That’snotabadthing.CorporationsarecountingonMarketingfordeliveringmoregrowth,moreofthesalesfunction,withmoreaccountability.Theproblemiskeepingupwiththedemandsfortalentedleadership.Leadershiprequirementsthatalsochangeovertime.That’spreciselywhymoreenterprisemarketingorganizationsareseekingfractionalexecutivestocomplementtheirexistingteams.Tofillaroleonaninterimbasis.Ortoleadastrategicinitiativesuchasaproduct

launchormarketexpansion.Theyneedtogetmoredone.Andnowtheycan.

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DETAILEDFINDINGS

Q1

HOWMUCHINVOLVEMENTORINTERACTIONDOYOUHAVE

WITHYOURMARKETINGTEAMSANDPROGRAMS?

Gonearethedayswhenmarketingdidn’thaveaseatatthetable.Justunder70%ofC-Suiteleaderssaytheyhaveextensiveorregularinteractionswiththeirmarketingteams.Marketingprogramsareincreasinglygrowinginimportanceatastrategicorganizationallevel,andanother15%ofbusinessleadersnotethatwhiletheymaynotyetbeasengagedwithmarketingassomeoftheirpeers,thatengagementisgrowing.

42%

27%

15%

12%

3%

1%

0%

Extensive

Regular

Growing

Intermittent

NotMuch

NotAtAll

NotSure

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Q2

HOWDOYOURATETHEPERFORMANCEOFMARKETINGTEAMSIN

YOURORGANIZATIONDURINGTHEPASTYEAR?

Despitethechallengesfacedin2020,closetohalfofC-Suiteleaderssaidmarketingperformedverywell,orevenexceptionally.Only7%wereunhappywiththeperformanceoftheirmarketingteam.Marketersreboundedandpivotedquicklytocreatenewstrategiestoaddvaluetotheirorganizations,andtheirpeersrecognizeit.

6%

40%

45%

7%

0%

1%

Exceptional(9-10)

Verygood(7-8)

Moderate(5-6)

Poor(3-4)

Ineffective(1-2)

Notsure

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Q3

WHEREDOYOUSEELEADERSHIPHOLESORGAPSINYOUR

MARKETINGORGANIZATION?(SELECTTOPFIVE)

Thepushtoadigital-dominantenvironmentisforcingmarketerstomodernizethemarketingfunctionacrosssystemsandoperations.Thisrequirestechnicallysavvyleadersthatcanspear-headdigitalcustomerexperience,butmanyC-Suiteleadersfeeltheirmarketingteamisstillbehindthecurveintheseareasiftheorganizationistomeettheneedsofthemoderncustomer.

42%

40%

37%

34%

30%

28%

28%

27%

25%

25%

24%

24%

12%

9%

4%

3%

4%

Modernizationofmarketingorganization,systemsandoperation

Proficient,technicallysavvymanagersinkeydigitalroles

Greatercustomerknowledgeandmarketunderstanding

Adaptive,informeddecisionmakingbasedongooddata

Abilitytomakeabusinesscaseformarketingspend

Avisionary,strategicallyfocusedCMOdrivingeffectiveexecution

Experiencedmarketingleadersrunningkeyfunctionalareas

Overallmanagementofahigherperformingmarketingteam

Morestrengthanddepthinregionalmarketingteams

Rapid,seamlessmigrationtonewmarketingtoolsandplatforms

Moreeffectiveplanningandsupportforlinesofbusiness

Improvedaccountability,reportingandmeasurement

Betterbudgetmanagement,allocationandcontrol

Interimorfractionalmarketersretainedtoupgradecapability

Morecompliance,governanceandtransparency

Highercaliberagencyandmarketingsupplychainselections

Other

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Q4

HOWDOYOURATETHELEVELOFCOLLABORATIONANDALIGNMENT

BETWEENMARKETINGANDYOURAREAOFBUSINESSRESPONSIBILITY?

Overallcollaborationisimprovingasitrelatestothealignmentbetweenmarketingandtheirfunctionalpeers.Fully37%ofrespondentssaidthiscollaborationisgettingbetterallthetime.Another37%saidthoserelationshipsarealreadybalancedandeffective.Only27%saidthisalignmentwasinneedofimprovement.Toensuretheseamlessandintegratedexperienceconsumersexpecttoday,marketersandtheirpeersmustcontinuetoworktowardstightercollaboration.

14%

23%

37%

25%

2%

0%

Verycloseandeffective

Balancedandwell-integrated

Gettingbetterallthetime

Needsimprovement

Indifferentandinconsistent

Notsure

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Q5

HOWCONFIDENTAREYOUINMARKETING’SABILITYTOLEAD

GROWTHRECOVERYINACHALLENGEDGLOBALECONOMYIN2021?

Organizationsarelookingtomarketingtospearheadtheroadtorecovery,andC-Suiteleadersarefairlyconfidentintheirabilitytoachievesuccess.Whileonly17%saidtheywereextremelyconfident,another81%saidtheyweremoderatelyoratleastsomewhatconfident.Digitaltransformationthatallowsorganizationstomeetcustomerswheretheyare,intheirchannelofchoice,withrelevantinformationisthegoal,andmarketingisthefunctionpositionedtodriveit.

17%

52%

29%

3%

0%

Extremely

Moderately

Somewhat

Notatall

Notsure

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Q6

WHATAREASOFMARKETINGOPERATIONSNEEDIMPROVEMENT

ORSTRENGTHENINGINYOURCOMPANY?(SELECTTOPFIVE)

Withthenewexpectationthatmarketingbearevenue-driver,itisnosurprisethatC-Suitepeerspointtodemandgenerationasthenumberoneareatheyhopetostrengthenintheirmarketingdepartments.Theyalsorecognizethatinthedigitalworldwhereeverythingmovesquicklyandconsumersareeasilydistracted,campaignsmustmakeanimpactiftheyaretostandoutinthecrowd.Andtokeepthosecustomersinthelongrun,theoverallcustomerjourneymustbeimprovedtoensureaseamless,cohesiveandpersonalizedexperiencefrombeginningtoend.

50%

47%

45%

42%

42%

35%

33%

26%

24%

24%

17%

15%

12%

11%

8%

5%

0%

Demandgenerationandpipeline

Campaignideation,executionandimpact

Customerjourney,acquisitionandconversion

Marketingplanningtosupportdigitalgrowthstrategies

Actioningoncustomerdatainsight

Operationaladaptabilityandagility

CustomerrevenueoptimizationandlifetimevalueLoyaltyandretentionmarketing

Brandpositioning,purposeandperformance

Segmentationandpersonalizationatscale

Omnichannelcustomerengagement

Productdevelopmentandmanagement

Socialmediavoiceandcreativity

Pricingandpromotions(channel+customer)BrandprotectionandcybersecurityresilienceMediabuying,attributionandtransparencyOther

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Q7

WHATDOYOUCONSIDERTOBETHEESSENTIALROLEOFACHIEF

MARKETINGOFFICERINYOUREXECUTIVETEAM?(SELECTTOPFIVE)

C-Suiteleadersarelookingtomarketingtoensuretheorganizationasawholeoperatesunderacustomer-firstmodel.WeknowfromCMOCouncilconsumerresearchthatcustomersarewillingtodefectiftheydon’thaveaseamlessexperience–sogettingitrightismoreimportantthanever.Evenlaggardorganizationshavecometounderstandthattheymustinvestindigitalinordertoensuretheyhavetheabilitytoserveupasuperiorexperiencefortheircustomers,andtheyknowmarketingisinthebestpositiontoserveupthatstellarexperience.

62%

54%

51%

51%

40%

40%

34%

26%

18%

18%

15%

12%

9%

0%

Customerexperienceadvocateandchampion

Digitaltransformation/marketingautomationleader

Brandreputationcustodianandvaluecreator

Maestroofcommunicationsanddemandgeneration

Customerinsightsauthority(360-degreeview)

Primaryrevenuebuilderandgrowthstrategist

Architectofinnovationandbusinessexpansion

Decision-supportdataintegratorandguru

Commerceandpath-to-purchaseenabler

Architectoforganizationalpurposeandculture

Brandethicsenforcerandcustomerprivacyprotector

Go-to-marketauthorityandpricingexpert

Ownerofproductexcellenceandrelevance

Other

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Q8

HOWCOULDANINTERIM/FRACTIONALCMOORCONTRACTED

SENIORLEVELMARKETINGRESOURCESADDVALUETOYOUR

ORGANIZATION?(SELECTTOPFIVE)

Whenanorganizationneedstotransformquicklytomeetthemoderncustomer,aninjectionofnewthinkingisoftenrequired.ItisnosurprisethereforethatC-Suiteleadersbelievefractionalmarketingleadersaddthemostvalueinprovidingfreshthinkingtothemarketingorganization.Theseleadersoftenbringtheirownprovenmethodologiestothetableandcanactaschangeagentstomodernizethemarketingorganization.

52%

48%

41%

41%

38%

38%

30%

28%

27%

25%

23%

23%

19%

0%

Injectnewthinking,ideasandinnovations

Offerobjectiveperspectivesandassessments

Introduceprovenmethodologiesandpractices

Strengthenleadershipanddepthinseniorroles

Actaschangeagentsand/orpace-setters

Increasemarketingperformanceandeffectiveness

Provideadditionaldomainexpertiseandknowledge

Bringnewexpertisetoessentialoperationalroles

Elevateoverallorganizationalexcellenceandoutput

Addmuch-neededdigitalcompetencyandcapability

Acceleratebusinesstractionandmomentum

Rapidlyrampupandexecutenewinitiatives

Ensureoperationalcontinuityanddeliverables

Other

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Q9

WHATEVENTSORDEVELOPMENTSMIGHTTRIGGERANEEDFOR

ADDITIONALMARKETINGRESOURCES,PART-TIMEADVISORSOR

FUNCTIONALLEADERS?(SELECTTOPFIVE)

Intermsofwhatmighttriggertheneedforfractionalmarketingleaders,there-organizationofthemarketingorganizationisthemostlikelyscenario.Aswesawinquestion3onmarket-ingleadershipgaps,themodernizationofthemarketingorganizationwasrankedasthebig-gestchallengemarketingfaces.Modernizationoftennecessitiesare-organization,whichmaydemonstratewhysomanybusinessleadersarelookingtofractionalCMOstostepin.

62%

50%

48%

45%

45%

30%

27%

26%

23%

17%

15%

15%

2%

Marketingteamre-organization

CMOterminationorleadershipfailure

Globalexpansionornewmarketentry

Rapid,acceleratedmarketgrowthordemand

Businessre-organizationorre-direction

Go-to-marketneedsfornewproductlaunches

Companyrestructuringordownsizing

Newfundingoraccesstogrowthcapital

Newcompetitivethreatsanddisruptions

Acquisition,merger,spin-offorconsolidation

Reputationalorbusinesscontinuitycrises

Businessmodelshifts;eCommercemigration

Other

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Q10WHATMETRICS(ORKPIS)WOULDYOUUSETOMEASUREMARKETINGVALUE,CONTRIBUTIONSANDPERFORMANCE?(SELECTTOPFIVE)

Themandateisclear:marketingisexpectedtodriverevenue.ThisisafindingrepeatedacrossnumerousrecentCMOCouncilstudiesandisnodifferenthere.Marketersarenowjudgedprimarilybasedontheirabilitytoproducedemonstratablegrowthinrevenueandsales.Abigpieceofthatismarketing’sabilitytoacquirenewcustomers,makingthatthesecondhighestrankingKPIofmarketing.Ofcourse,theabilitytoactuallyretainthosecustomersisimperativetothecustomerlifetimevalueandcomesinthirdintermsofhowtoevaluatemarketing’sperformance.

80%

71%

53%

39%

39%

36%

33%

30%

20%

14%

12%

12%

9%

6%

2%

0%

Revenueandsalesgrowth

Customeracquisitionandprofitability

Customersatisfactionandretention

Corporatereputationandrecognition

Brandvitalityandaffinity

Websiteandsearchengineperformance

Loyaltyandrepeatpurchase

Marketsharegains

Transactionalvalueandvolumes

Customerswitchingandconversions

Businessvaluecreation(stockprice)

Word-of-mouth/socialmediabuzz

Customerlifetimevalue

Opportunitiesgainedormissed(responsiveness)

Marketingawardsorbrandrankings

Other

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DEMOGRAPHICS

Q1 WHATBESTDESCRIBESYOURTITLE/FUNCTION?

0%

15%

6%

6%

21%

3%

14%

14%

0%

8%

8%

6%

Chairman

CEO

President

COO

EVP/SVP

DivisionPresident

LineofBusinessLeader

FunctionalLeader(finance,IT,procurement,HR,administration,compliance,etc.)

RegionalHead

DepartmentalHead

BusinessTeamLeader

Other(pleasespecify)

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Q2 HOWLARGEISYOURCOMPANYINUSDREVENUE?

33%

6%

3%

1%

9%

9%

19%

19%

Lessthan$50million

$50millionto$100million

$101millionto$250million

$251millionto$500million

$501millionto$750million

$751millionto$1billion

$1.1billionto$5billion

Greaterthan$5billion

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Q3 WHATBESTDESCRIBESYOURINDUSTRYSECTOR?

21%

Technology-Software/Cloud/IoT/Security

12%

FinTech/FinancialServices/Insurance

9%

BusinessConsulting/ProfessionalServices/Staffing

6%

Technology-Hardware/Semiconductor

6%

Pharmaceutical/BioTech/Science/Chemical

6%

Entertainment/Broadcasting/Gaming/Esports

4%

ConsumerDurableGoods/Automotive/

IndustrialManufacturing

4%

Non-Profit/SocialOrg/PublicSector/GovTech

4%

Marketing/Advertising/PR

4%

Retail/Wholesale/Distribution

3%

Hotel/Restaurant/Hospitality/Travel

3%

Healthcare/SocialServices

3%

Telecom/NSP/MSP/VoIP

3%

FastMovingConsumerGoods/

ConsumerPackagedGoods

3%

E-commerce

1%

Education/EdTech

1%

Agriculture/Forestry

4%

Other(pleasespecify)

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