1、INDEPENDEN T P U B L I C AT I O N BYR AC O N T EU R.NE T14/06/2022#0812LYour stories,infinite possibilities.06THE FUTURE CMOEVALUATING THE REVENUE OPERATIONS MODELTHE IMPACT OF LIGHTER TOUCH DATA LAWS1206THE NEXT GENERATION OF MARKETING16R A C O N T E U R.N E T030 0/0 0/2020INDEPENDEN T P U B L I C

2、AT I O N BY#0 0 0 0R AC O N T EU R.NE TMOs dont stay in the job for long and their tenures are getting shorter.Is that a bad omen,or is a steady injection of fresh blood just what the role demands?You cant argue with the facts.CMO tenure is at its lowest level in a decade,at an average of just 40 mo

3、nths,according to executive search firm Spencer Stuart.Com-pare this with CEOs,who now stay in place for more than twice as long as CMOs,with an average tenure of 85 months.Spencer Stuart analysed CMO ten-ure in 100 of the most-advertised US brands in 2020.The firm found the drop was fuelled largely

4、 by transitions of several high-profile,veteran marketers,such as Lynne Biggar,who left her six-year role as Visas global CMO in March this year to take on board director and consultancy roles.Remi Kent moved to Progressive Insurance in October 2021 after nearly two years as CMO at 3M.Carla Zakhem-H

5、assan took up the post of CMO at JPMorgan in Octo-ber after four years at Citi,one of those as CMO.“The pandemic caused many exec-utives to rethink their career path.It also led many brands to either pivot or rethink their marketing approach.Not surprisingly,how brands choose to take a stand on many

6、 current social topics has changed the game in many regards,”says Spencer Stu-art partner Greg Welch,who leads its CMO Tenure study.There are other factors driving the current volatility in the CMO role.For example,Welch points to advances in technology and a changing social environment that influen

7、ces the roles relationships across consumer touchpoints.The CEO position has not faced the same disruption,with compa-nies less inclined to transition from this role as they are other C-suite roles in the name of continuity in otherwise unstable times.In turn,those CEOs have driven internal change,f

8、rom strategy to personnel,to survive the challenges that were exacerbated by the pandemic.“The pandemic gave CEOs a chance to step back and think about what their brands stand for.In many cases,that meant a desire for a fresh perspective.And in other cases,it also provided an opportunity for CEOs to

9、 both upgrade their team while also improving the diversity in their C-suite,”says Welch.Such CEO-directed shakeups aimed at improving the business have also led to shorter tenure for CMOs,which in parallel,have translated to CEOs staying on longer to see the changes through and create a renewed sen

10、se of cohesion.Its not all revolving doors for CMOs,Welch says,pointing to some long-time CMOs still very much in place.For example,Microsofts Chris Capossela has been in the CMO seat for more than eight years and with the company for nearly 31 years.Googles Lorraine Twohill has been in the CMO post

11、 for more than 13 years,as part of nearly 20 years with the company.But is the overall trend a death knell for CMOs or simply part of their life blood?The jurys out,as is clearly demonstrated by the opposing viewpoints of two experi-enced senior marketers.Marius Nedelcu,CMO at money transfer brand T

12、ransferGo,is buck-ing the tenure trend by celebrating six years in his role.But the level of CMO churn is a phenomenon hes seen and understands,driven by the increased pressure on marketing to demonstrate business impact.“Businesses are likely to see burn-out and stress and job satisfaction plummet

13、as CMOs are not given enough time to properly build their function and deliver results,”Nedelcu advises.In recent years,the CMO has been seen as“the silver bullet for growth”,he adds.Businesses expect an indi-vidual to come in,identify an issue,implement a new strategy and deliv-er quick success.“Bu

14、t in reality,growth comes through the collabo-ration of various departments and leaders of the company,and so busi-nesses must exercise patience.”Nedelcu says this is particularly true given the responsibilities of the modern CMO:brand development,PR,performance marketing,organ-ic growth and social,

15、CRM,and referrals.“To do all of these well,the CMO needs time to build the right team chemistry for so many roles to perform together,”he says.Otherwise,he argues,its like comparing a relationship with a one-night stand.Finding new CMOs might be fun for a while and provide new input,but it doesnt he

16、lp build a secure foundation.“Too much CMO churn creates instability,distrust and damages the companys direction.This means that growth will slow,KPIs will be missed,and the brands reputation will be damaged,”Nedelcu warns.Fiona Hope is CEO of Lintbells,the parent company of pet care brand YuMOVE.Sh

17、e takes a different per-spective,arguing that an average 40-month tenure for CMOs around 3.5 years is a reasonable amount of time to not only create,develop,execute and deliver results,but sat-isfy experience-hungry marketers.Hope draws on her perspective as a former CMO who has spent most of her ca

18、reer in marketing at brands such as Whirlpool,Coca-Cola and Diageo.“To be a relevant CMO today,you need to keep updating your skills.The best CMOs have broad business experience working with different sizes of business and scales of mar-keting budget.I also believe the length of tenure speaks to wha

19、t makes a good marketer;they are curious as individuals and curiosity requires you to take new experienc-es and keep learning,”Hope says.Hope and Nedelcu agree on the need for the right environment for CMOs to excel.“A business needs to ensure theres an environment in which the mar-keter can enrich

20、their learning.And the marketer needs to be prepared to think ahead all the time and ask themselves what they need and how they can stay relevant in the role,especially if the business is growing fast,”Hope notes.Equally,CMOs need to feel con-nected to a brands underlying mis-sion and purpose the ke

21、y,Nedelcu believes,to fighting off a“grass is greener on the other side”mindset.CMO churn:red flag or a sign of health?THE FUTURE CMOCMO tenure is at its lowest level for a decade.Is this a warning sign or an opportunity for fresh perspectives and skills?Distributed inMaryLou CostaPublished in assoc

22、iation withContributorsmaxfromhell via iStockCSpencer Stuart,2022powered byL E A D E R S H I P/future-cmo-2022Although this publication is funded through advertising and sponsorship,all editorial is without bias and sponsored features are clearly labelled.For an upcoming schedule,partnership inquiri

23、es or feedback,please call+44(0)20 3877 3800 or email Raconteur is a leading publisher of special-interest content and research.Its publications and articles cover a wide range of topics,including business,finance,sustainability,healthcare,lifestyle and technology.Raconteur special reports are publi

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25、he prior consent of the Publisher.Raconteur MCampaign Manager Flo WilkinsonDeputy editorFrancesca CassidyManaging editorSarah VizardSub-editorsNeil ColeGerrard CowanChristina RyderCommercial content editorsLaura BithellBrittany GolobReports editorIan DeeringDesign/production assistant Louis NassDesi

26、gnCelina LuceyColm McDermottSean Wyatt-LivesleyDesign directorTim WhitlockIllustrationSam PeetKellie JerrardSamuele MottaHead of productionJustyna OConnellraconteurraconteur.storiesraconteur-mediaCMO TENURE IS AT ITS LOWEST LEVEL IN MORE THAN A DECADETenure,in months,of CMOs from 100 of the most adv

27、ertised US brands,as of 31 December 20212010201220142016201820112013201520172019 2020 20215040302010Simon BrookeFreelance journalist with 25 years experience covering business and finance,wealth management,sustainability,the luxury sector,and marketing and communications.Mark FraryAward-winning jour

28、nalist and author of 12 books,who writes on business,technology and science.Alice BrosterFreelance journalist specialising in health,technology and web culture,and particularly interested in how the internet is changing the way we work,live and conduct relationships.Chris Stokel-WalkerTechnology and

29、 culture journalist and author,with bylines in The New York Times,The Guardian and Wired.MaryLou CostaBusiness writer specialising in the future of work,but also covering sustainability,innovation,technology,startups and more.Jonathan WeinbergFreelance journalist,writer and media consultant/trainer

30、specialising in technology,business,social impact and the future of work and society.Morag Cuddeford-JonesBusiness journalist with 20 years experience delving into evolving topics covering major commercial and transformation issues.R A C O N T E U R.N E TT H E F U T U R E C M O0504Commercial feature

31、rowth marketing has been gaining traction as a B2B marketing philosophy in recent years.So much so that agen-cies and clients alike cited it as the top trend.But what does it really mean?Marketing has been built up in a series of silos,from brand to digital to field or account-based marketing.The ap

32、proach has been to try and optimise each part of the system by giving everyone micro-KPIs the dig-ital team is optimising for conver-sion,field is optimising for leads but thats not how you create growth.Growth marketing is about cutting through those silos and using modern principles to work togeth

33、er,bor-rowing from growth hacking and the world of agile.Very commercial in its focus,its a clarion call for B2B mar-keters to cut through the complexity.The challenge is that growth mar-keting is outcome focused rather than output focused.Thats quite a shift.From client to agency or team,instead of

34、 saying build a website or deliver 10 campaigns,it becomes how to generate a certain amount of group has risen from 6.2 stakeholders to over 10,and its still growing.The Marketing Practices own research would suggest its potentially as many as 15.The data and signals need to be understood not only a

35、t the level of an individual the old lead model but also at an account level.Theres a big shift towards account-based tech-nology in B2B.This is why.As a result,the buying process is hard to predict and typically heterogene-ous across organisations.An additional complication comes from the fact that

36、 buying by committee tends to make the collective audience more risk-averse.The higher the number of people,the harder it is to build con-sensus.For a lot of companies,the B2B marketers biggest challenge is the prevailing desire to do nothing.Tackling that challenge means finding that new marketing

37、mind-set.Growth marketing argues for a broad range of skills working tightly together in small multi-disciplinary teams,focused on the customer.Triangulating insight,getting per-spectives from brand and field,sales and product,being able to look at leading indicators in the data that show the strate

38、gy is on the right path,adapting and learning as you go.It asks marketers to go beyond tradi-tional lead measures and take respon-sibility for growth outcomes,bringing them into closer collaboration with sales and the front office.It means having a common go-to-market strat-egy across marketing,sale

39、s,product and service where they all share the same belief and the same story theyre trying to tell.And by creating a more accountable,collaborative approach to growth marketing,it smooths the way to a more constructive relation-ship with the board something long sought after by marketers from every

40、 sector,not just B2B.McKinsey has shown that high-growth companies are seven times more likely to have a unifier CMO someone who fosters robust,collaborative partnerships across theC-suite.Its one thing to begin to think dif-ferently.Its quite another to begin to act differently and restructure the

41、organisation accordingly.In some cases,the skills most attuned to agile,multi-disciplinary teams might not even be present in the organisation at all.This is an exercise in transition.A solid place to start is to go back to the measures of success.As an organisation,are you still focused on output o

42、ver outcome?By switching thinking in this simple,single area,it very quickly becomes clear where marketing activity is delivering value.The next step is to view those out-comes and measurements in the wider context of the business.How easily can marketers understand the different incentives and beha

43、viours of teams across the rest of the organ-isation,and how easily can they be aligned so youre all looking at a sim-ilar picture?When KPIs and measurement are aligned,then it comes down to prac-ticalities.Who do you collaborate with on what issue,where and when?It may be something as simple as a g

44、roup chat,or it could involve the creation of a scrum under an agile framework to bring together a broad group to tackle a broader,longer-term challenge.Understanding the cadence of collaboration is key.However organisations choose to reframe their approach to growth mar-keting,there remains one gui

45、ding prin-ciple:the buyer is now in charge.No longer beholden to sales for informa-tion,they can direct much of the pro-cess themselves.In order to be where they are,when they want you,a more joined-up approach between market-ing and the rest of the organisation isnt just nice to have,its essential.

46、For more information,please revenue from a particular audience over a period of time.For a discipline that often only knows how successful it is going to be with any strategy after the fact,this can prove a difficult adaptation to make.If youve got these prob-lems a lack of meaningful metrics,siloed

47、 skills and a lack of accountabil-ity,it can be very hard to get things done.Its a problem that is com-pounded by a customer audience that,while often receptive to ideas,ultimately struggles to take the final step towards commitment.There is enormous complexity in the buying and selling process.In o

48、rder to respond effectively to the needs of the buyer,across multiple channels,with relevance and timeli-ness,you need quality data and you need to be able to organise it and make it available in the right format to your teams to act.In B2B,the additional complexity comes from the large buying group

49、.Recent research from The Challenger Group found that the average number of decision-makers in a B2B buying Start your engines:building a growth marketing strategyDavid van Schaick,The Marketing Practice CMO,argues that if you want B2B growth,you need to look to marketing but its going to mean a cha

50、nge in mindsetGGrowth marketing argues for a broad range of skills working tightly together in small multi-disciplinary teams,focused on the customern a world of almost infin-ite information,the right marketing technology stacks are key to communicating brands and products to consumers.There is a wi

51、de range of options for marketers,but one rule stands out:keep it simple.Marketing technology stacks are seen as the gold standard for inte-grated methods of communication.The technology helps marketers reach customers quickly,efficient-ly,and perhaps most importantly,within a budget.Also known as a

52、 martech stack,the approach sees companies collate a series of tools to optimise their marketing across different plat-forms.This can include content management systems(CMS),social media and email,customer relation-ship management(CRM),and search engine optimisation(SEO).By condensing a series of ma

53、rket-ing tools into one stack,the aim is to cut the time that teams spend moving from application to applica-tion,automating certain jobs,and collecting real-time data.“Using marketing tools that help customers understand who you are is important,but having a stack that works cohesively together and

54、 of martech startups.He initially plotted 150 companies.By 2020,that number had grown to around 8,000 martech solutions.“In practice,finding tools that integrate together and work as one strategy can be really difficult and very expensive,”Waterhouse says.“Youve always got to keep your final goal or

55、 campaign in mind or you can get lost down a rabbit hole of new technology.”Depending on the size,function and culture of a company,the mar-tech stack may look slightly differ-ent.First,theres the best-in-class approach,where a marketing team selects individual software packag-es to fulfil specific

56、marketing needs.This allows CMOs to invest in tools that their team have experience working with and arent restricted by the capabilities of one vendor.It can be difficult,however,to integrate tools that are not specifi-cally designed to run alongside one another.In these situations,it can take time

57、 and cost money to create a cohesive strategy.“Best-in-class might sound appealing,but it can be a night-mare to manage,”Waterhouse says.“When youre trying to manage a budget and a team who might not be trained up on every piece of soft-ware,attempting to pull together so many different tools can en

58、d up being less efficient.Building this kind of stack takes serious planning and trial and error.”Next is the single-provider approach.This sees a marketing team pick one tool or vendor to fulfil every part of the marketing strategy.“Looking at the digital landscape right now,it feels like more ven-

59、dors are moving towards offering multiple services in one tool.I opt to automate email marketing,manage social media platforms,maintain CMS analytics,and col-late data for SEO all in one place,”Waterhouse explains.Using one provider for many tasks plays into the idea that martech stacks can streamli

60、ne campaigns and potentially save a lot of time.However,the simplicity of this method can also be its biggest chal-lenge.Theres less room for special-isation and nuance when working with one vendor.“You need to have a conversation about whether the tool can deliver everything you want,”Chambers says

61、.“Marketing is characterised by change and innovation.If youre buying into a tool and spending money now,are you going to feel left behind in a years time?”And finally,theres the hybrid approach,under which brands try to combine the best-in-class and single-provider options to get the best of both.T

62、his may mean finding one vendor that has many of the tools and software opportunities that are needed,but supplementing this with a best-in-class approach for a specific area.When it comes to creating a hybrid martech stack,Waterhouse says:“For me,automating the way that companies collect,interpret

63、and use data has been crucial to underpin-ning all of the other work Ive done.Having a martech stack that has that at its core has enabled me to develop campaigns that react to what customers want.But every-ones priorities are different.”Combining individual tools with software that solves multiple

64、mar-keting issues could be the way to build a personalised marketing stack without complicating processes.But theres no clear-cut answer on the best way to build a clear,suc-cessful yet simple marketing tech strategy.And the landscape is get-ting more complicated.Research published in the Chief-mart

65、ec study found that 48%of companies select the best-in-class approach,while 21%prefer to work with a single vendor.The other 31%of brands said they have worked out a hybrid approach that fits their companies.To move forward,Waterhouse says brands need not be afraid of incor-porating new tools into t

66、heir mar-keting stacks.This could mean a greater focus on social media and influencer marketing to increase visibility and sales or an increased emphasis on affiliate marketing and product placement.As digital marketing tools continue to innovate,the pressure is on mar-keters to adapt strategies,Wat

67、er-house says.“People expect more from brands now.Social media and closer brand and customer relationships builds the idea of transparency.”IAlice Broster is built for speed is what sets brands apart in 2022,”says marketing consultant Rachel Chambers.“If it takes your team hours to fulfil basic task

68、s without real-time ana-lytics it can really set you back.”Essentially,the stacks allow mar-keters to do more,faster,according to brand and marketing executive Sophie Waterhouse.“Its not feasible to expect marketers to complete repetitive but essential tasks like pulling and interpreting data or upd

69、ating spreadsheets if you want to remain competitive,”she says.“By automating data tasks I can see close to real-time feedback on my content and adapt what I create in line with what customers want.Marketing stacks allow you to deliver,track and react to cam-paigns without needing a team of thousand

70、s and an endless budget.”On paper this seems simple,but martech stacks can become compli-cated.Digital marketing is an ever-expanding industry.Knowing how to pick the right tools in a crowded market could save compa-nies hours of precious time,money and a great deal of frustration.Scott Brinker crea

71、ted the Market-ing Technology Landscape info-graphic in 2011 to chart the growth To make the most of martech stacks,keep it simpleMarketing technology stacks get brands in front of customers across multiple platforms.Taking a simplified approach could save time,money and frustrationA D T E C HTHE MA

72、RKETING TECHNOLOGY LANDSCAPE HAS SEEN EXPLOSIVE GROWTHNumber of companies on Scott Brinkers Marketing Technology Landscape infographicHaving a stack that works cohesively together and is built for speed is what sets brands apart in 2022Chiefmartec,20218,0006,0004,0002,0000201120122014201520162017201

73、820192020No dataR A C O N T E U R.N E TT H E F U T U R E C M O0706Commercial featureThe new consumer dilemma lean or green?Consumers desire to be green is conflicting with their need to save money.How can marketers help them overcome this dilemma?acro trends in todays world have the power to pull an

74、d push where people spend their money.As a result,consumer atti-tudes are constantly evolving.Over the last few years,for example,weve watched sustainability become a prior-ity,with eco products,services and experiences taking centre stage.And more recently,the rising cost of living has had a profou

75、nd effect on how shoppers navigate their budgets.But how do these trends play out on the ground?Do they conflict with one another or complement each other?And is it a catch-all sentiment?New research by leading audience insights company,GWI,throws up some inter-esting demographic differences in atti

76、tudes.Around 3 in ten gen Z/mil-lennials,for instance,are likely to be conscious of clothing prices,com-pared to just under a fifth of boomers,at 19%.In contrast,boomers(66%)are ahead of gen Z/millennials(61%)when it comes to concerns about the cost of their food shop.“Lifestyles and different forms

77、 of purchasing responsibility are having an impact here,”says Jason Mander,chief research officer at GWI.“Income plays its part too higher income groups tend to be more worried about things like transport and vacations,whereas lower income groups are more focused on day-to-day or essential items lik

78、e clothing,food and housing.”With prices rising rapidly,the most important factor in consumers behav-iour when it comes to sustainability is the cost-if its seen as green and it doesnt have a noticeable financial impact on us,then were more likely to buy it or do it.For instance,across all age group

79、s,a whopping 85%of us are recycling and nearly two thirds(61%)are cutting our use of plastic packag-ing,while 44%are donating household items.However,GWI research also reveals that just a fifth of us are chang-ing to green energy providers or buying sustainable clothing,both of which are perceived a

80、s involving additional costs.“Almost everyone in the UK feels theyre recycling or reducing their plas-tic usage,but far fewer of us are doing things that might cost us more,such as buying sustainable clothing or organic food,”says Mander.“This accords with what we often see in our research,where we

81、find the greatest enthusiasm for shopping and living sustainably in ways that are easy to do,or which bring financial benefit,for instance,using energy-efficient appliances.”This conflict between doing what is good for the environment and what is good for our outgoings is even more sig-nificant toda

82、y as consumers worry about price hikes and feel the effects of inflation.Its worth noting that accord-ing to GWI,nearly nine out of 10 people(88%)feel that the cost of living has increased either“somewhat”or“greatly”compared with six months ago.“What we call lean versus green refers to the conflict

83、between con-sumers general desire to help the environment and their perceived or real inability to follow through on that,”explains Mander.“If you look at our data,the environment is an important concern for the majority of people.Some actively list it as more of an interest than others do but hardl

84、y anyone says that they dont want to do their best for sustainability.However,this doesnt always connect with con-sumers actions.”This is especially true when theyre making purchasing decisions.“Youre standing in the supermarket,looking at a more expensive green-friendly prod-uct versus a cheaper,no

85、t quite so eco-friendly product,”he says.“Which one do you actually put in your basket?Thats the dilemma.How do you follow through on your aspirational behaviour to be green?You become a contradic-tory consumer you want to do one thing,but you actually find yourself doing the other.”How can marketer

86、s help their brands by helping consumers to manage the conflict between shop-ping sustainably and economically so that they can make choices that fit with their ethics and their budgets?“Brands have a role to play by making it easier for people to feel good about themselves because they feel that th

87、eyre following through on their idealised intentions when it comes to sustainability,”says Mander.“What we find very consistently is that consumers expect brands,govern-ments and the rest of society to make it easier for them to live sustainably.This means that to appeal to custom-ers and reassure t

88、hem,brands really have to emphasise their green cre-dentials and demonstrate all the steps that theyre taking to improve their supply chains and to make their packaging more sustainable.”This action by marketers can make a consumer feel good about choosing their brand.“It can act as an important dif

89、ferentiator,”he explains.“When youre faced with two similar product offerings,then the one with the obvious green credentials can sway you and make you feel that youre doing the right thing.”Consumers are increasingly aware of greenwashing,warns Mander.Only 12%of UK consumers say that a brand making

90、 charitable donations is impor-tant to them.That should act as a warning to any brand thinking that donations and feel-good activities elsewhere will offset the need to take meaningful action within their supply chain and production process.Brands that are seen to be making a claim that isnt strictl

91、y true-or that is headline-grabbing but isnt relevant to their business-will suffer,especially as consumers often use social media to express their views.Transparency and honesty are essential here.However,when a brand offers good value for money and its green creden-tials are clearly relevant,visib

92、le and have real depth and integrity,the result,according to Mander,can be good for them,good for the consumer and good for the planet.To find out more,visit MCURRENT CONSUMER PRIORITIESPRICE CONSCIOUSNESS BY GENERATIONWhich of these are you currently most price conscious about?Utilities Food/grocer

93、iesHousing Transport Clothing/shoesOut of home entertainmentTravel/vacationsPersonal care/toiletriesElectronics/tech In-home entertainment LuxuryHealthcare/medicineFitnessNone of theseOtherIMPACT OF ECONOMIC HARDSHIPHow much of an impact do you think inflation has had on you personally,if at all?0%1

94、0%20%30%40%50%60%70%80%CURRENT SUSTAINABLE ACTIVITIESWhich of these,if any,are you currently doing?85%61%44%42%33%20%20%16%3%5%RecyclingReducing plastic packaging useSupporting local businessesDonating household itemsBuying organic foodChanging to more sustainable energy providersBuying energy effic

95、ient appliancesBuying sustainable clothingNone of theseOtherBRAND EXPECTATIONSWhen choosing a brand to buy from,which of these,if any,are most important to you?Using sustainably sourced materialsFair wages(i.e.improving labour policies)Reducing company CO2 emissions,energy use,etc.Transparency on ho

96、w a product is created Having regenerative processes(i.e.create products from waste)Diversity,equity,and inclusion(DEI)in hiringCharitable investments from the brand Other39%3%39%32%23%20%12%37%5%No impact28%Small impact19%Dramatic impact5%Not sureGen Z/millennialsGen XBaby boomersGWI,202243%Moderat

97、e impactA revenue operations model sees sales,marketing and customer services come under one leader to harmonise growth efforts.Where will this leave the CMO?structure.Instead,they have an exciting opportunity to become this new growth leader.“Anyone who can foster collabora-tion and can influence t

98、hings they dont own is really important.CMOs tend to have that,”says Hummel.CMOs often understand the cus-tomer,not just how to sell to them,he adds.They also know how to use data and understand what data-driven selling is all about,he notes.“That is why RevOps often falls to the CMO;they are more n

99、aturally comfortable with the data,comfort-able with the holistic customer point of view and are good at driving collaboration.”Theres a danger that sales teams believe they own the last mile of revenue and come to see RevOps as a natural addition to their own silo.“The CMO has all these skills,but

100、they dont own the revenue and struggle with financial justifications for what they do,”says Hummel.“A sales rep can say they sold$1m of product but they wouldnt have sold that without all the branding and support from the finance and product teams.”Diorio says that without change,CMOs may be doomed.

101、At its most impactful,marketing can play an orchestrating role,engaging with all other parts of the company,provid-ing holistic views of the customer perspective and amplifying the rest of the organisation.It can create a whole that is greater than the sum of its individual parts,he says.“Otherwise,

102、like a decaying satel-lite,the marketing function will continue to appear quite sophisti-cated and even cool from the out-side,as it inexorably heads toward its own demise.”rowing revenue is often seen as a dark art,with few businesses holding a recipe for success.Revenue operations(RevOps)aims to c

103、hange all that.RevOps brings the operational side of sales,marketing and customer service together in a way that har-monises processes,technology and data to drive growth.It has been driven by a revolution in data ana-lytics and the emergence of digital selling technology,which have yielded unpreced

104、ented visibility and control of the full revenue cycle.The concept is the focus of a new book,Revenue Operations:A New Way to Align Sales&Marketing,Monetize Data and Ignite Growth,from Stephen G Diorio,executive director of the Revenue Enablement Institute,and Chris K Hummel,the institutes managing

105、director,who has previously held global CMO roles with Schneider Electric,United Rentals and Unify.It highlights three RevOps organisational struc-tures that are becoming popular.The tsar model sees the entire sales,marketing and customer Tom Werner via Getty ImagesGMark Frarymarketing and customer

106、success technology,data and KPIs to provide an end-to-end view of the reve-nue-generating engine,”Bushe says.The new book by Diorio and Hummel says that a systematic approach to revenue and growth is long overdue.“Every part of the business has been systematised in the corporate world back office,fi

107、nance,HR,logistics and supply chain but growth and revenue,the lifeblood of the company,has not,”Diorio says.The new publication is a recipe book for companies that want to introduce a RevOps structure,according to the authors.The book offers a“periodic table”of bitesized elements that can change ho

108、w com-panies operate and improve revenue prospects,rather than outlining a wholesale corporate transformation that could take years to implement.RevOps is vital because compa-nies have lost control of the buyer journey,according to Hummel.“So many people are focused on the funnel and acquiring a cus

109、tomer that they forget what happens afterwards,”he says.The revenue cycle now looks like a bow tie.Activities to drive demand are on the left,those aimed at driv-ing purchase are the knot in the cen-tre,and activities to deepen rela-tionships with customers are on the right.The right-hand side is be

110、com-ing increasingly important as more than half of all purchases are now repeats or based on a subscription model,says Diorio.“The CMO job is a transitory life-form built on media and promotion things like television,radio,print and out of home and these amount to around a third of the pie,”Diorio

111、explains.“All the money has moved into what we called owned digital channels:email,blogs,apps,ecom-merce and the voice of the customer.”But for senior marketing people who have worked hard to carve out the role of the CMO and win a seat at the top table,the idea of handing over their newly found pow

112、er to a chief revenue officer is worrying.Some fear that any new revenue-focused leader will come from the sales organisation,sending market-ing back into the wilderness.Hummel thinks that CMOs wont have to return to the traditional role of managing media and building brand in this new organisationa

113、l Revenue operations and the future of the CMOservice organisations unite under a chief revenue or growth officer.The federation approach is an alliance between the leadership functions with rules of engagement,in which they manage growth initiatives and work together to remove obstacles.And finally

114、,theres the chief of staff approach,where the sales and mar-keting operations,sales enablement and customer analytics are merged into a unit under a single leader,rather than the sales,marketing and service functions as a whole.Proponents of RevOps says it pro-vides business owners and CEOs with a p

115、ractical and proven system for growing their business,based on technology and systematic and repeatable processes.It can also drive greater and faster revenue gen-eration.When teams are aligned in a RevOps structure,they can generate 38%more revenue in 27%less time,according to sales management plat

116、form Varicent.A growing number of major com-panies are adopting the approach.Gartner has forecast that by 2025,75%of the highest growth compa-nies in the world will deploy a RevOps model.Business leaders are starting to recognise that functional silos are a barrier to revenue growth,says Doug Bushe,

117、a senior director in the companys sales practice,who revealed the research in 2021.Under this siloed approach,clients are handed from one function to another,using different technolo-gies,people,and processes.“As a result,progressive organisa-tions are beginning to align sales,T E A M S T R U C T U

118、R ESo many people are focused on the funnel and acquiring a customer that they forget what happens afterwardsTeams in a revenue operations structure generatemore revenue,inless time27%38%75%of the highest growth companies globally will deploy a revenue operations model by 2025Varicent,2021Gartner,20

119、21R A C O N T E U R.N E TT H E F U T U R E C M O0908Commercial featurehether your company is launching a new phone or coffee machine,or looking to persuade customers to upgrade their laptops,understanding what makes customers buy is at the heart of busi-ness success.For example,according to research

120、 by market,consumer and brand intelligence insights firm GfK,56%of consumers will select a brand because it supports a cause and 65%of consumers think that experiences are more important than possessions.Todays marketers live in a new real-ity where disruptions in markets,cus-tomer behaviour and wor

121、ld events occur practically overnight.Yet,at the same time,a third of Americans say we need more change,not less.Customers who have adopted digital shopping increasingly expect fast,personalised service and constant innovation.The key to meeting sometimes ambig-uous or confusing consumer demands lie

122、s in better data,insights and ana-lytics.Some 80%of CMOs surveyed by GfK believe that data,analytics and insights are very important to winning and retaining customers.However,only a third say theyre confident in the reli-ability of their existing data,and 60%of marketers surveyed by the CMO Council

123、(CMOC)in 2020 said their data around customer insights was incon-sistent in depth or granularity.To help clarify these needs and chart a path toward the future,GfK and the CMOC have partnered in a new content series in 2022,Signals from the Noise,based on inter-views with over 300 senior marketers w

124、orldwide.A new report will be pub-lished in July but what can be said today about the gaps between mar-keters and data?Whats needed are smarter data tools that support consumer,market and brand/marketing strategies in complex,fast-moving global markets.Existing data and analytics systems that rely s

125、olely on historical trends are no longer good enough at helping marketers pre-dict and prepare for such disruptions.Marketers need powerful user-intuitive data and analytics systems to get ahead of the next disruption.This means marketing departments taking ownership of customer,market and brand dat

126、a.“Traditionally,mar-keting data has been the responsibil-ity of the data scientists and market researchers,and the output was often a quarterly presentation to the board of some PowerPoint slides,”says Gonzalo Garcia Villanueva,global chief marketing officer at GfK.“Its been the preserve of the spe

127、cialists,not the people inside the business.”Todays marketing departments need access to up-to-date insights on a monthly or weekly basis.Pandemics,global events and a fast-moving social media landscape mean a product or issue can blow up and disrupt a marketplace in a matter of days.The question fo

128、r marketing leaders is,are we getting insights on consumers,markets and brands and adapting our strategy to meet customer needs faster than our competitors?With the rise of AI,companies like GfK are building real-time platforms such as gfknewron that provide fast access to data without the need for

129、specialist data science skills.“What were seeing is a democratisation of data,so that you can get the infor-mation you need to make better stra-tegic decisions more quickly,”says Garcia Villanueva.For example,a company launching a new household appliance could use marketing data from GfK to under-st

130、and how important battery life is to the average consumer in a market,or how concern about sustainabil-ity compares for consumers within markets in the same region.“Today its possible to capture billions of data points but the crux is to extract insights from the data,”says Garcia Villanueva.“With g

131、fknewron,you can slice and visualise the data exactly the way you need,whether thats for understanding price elasticity in one market,or looking at which mar-kets will pay 100 more for a washing machine that lets you add socks in the middle of the wash.”This insight can be used to drive more effecti

132、ve pricing and market-ing strategies,allowing companies to tailor everything from retail partner-ships to advertising copy to meet cus-tomer expectations and drive better brand performance.Its also a way to understand your brands strengths and weaknesses in a market.“Do you really know why customers

133、 buy from you,or why they might not?”says Garcia Villanueva.“You cant afford to just trust your gut anymore.You need data,and it needs to be timely.”Whilst data scientists have an impor-tant role to play,todays data dash-boards can be used by marketing teams without the need for specialist skills.Ma

134、rketing teams can now have access to insights that are updated weekly,capturing millions of data points and presenting AI-driven insights in easy-to-understand formats.Data can be viewed by region,product and even down to specific features without needing to create complex,time-con-suming reports.Ac

135、cessing the right tools is only half the story.Organisations will only realise the full benefit of data insights if they also build a data-driven culture.This means moving away from the common quarterly report culture to one that demands always-on insights to support faster,more frequent decision ma

136、king.“A tool like gfknewron provides amaz-ing data,but if you only give it to the market research team,and they put it into slides and share that each quar-ter with country managers,youve lost the opportunity to capture an oppor-tunity or hedge against a new risk,”says Garcia Villanueva.CMOs must be

137、 reviewing data insights weekly,if not daily,to ensure decisions are made quickly,frequently and supported by high-quality,reliable data.Data-driven cultures also sup-port the changing role of the modern CMO.“With the right insights being shared with the right people,the CMO becomes a key voice with

138、in the C-suite,”says Garcia Villanueva.“Marketing is uniquely positioned to be close to the customer and understand how they are responding to the com-panys actions.A data-enabled CMO becomes a critical part of the mission to build a purpose-driven company that speaks to the customers values and asp

139、irations.”To find out more,visit can data bring marketers closer to their customers in demanding times?CMOs need to leverage consumer and market data to build purpose-driven brands and turn crisis into opportunity WDo you really know why customers buy from you,or why they might not?You cant afford t

140、o just trust your gut anymore56%of consumers will select a brand because it supports a cause65%of consumers think that experiences are more important than possessions62%of consumers will buy brands that appeal to their beliefs/valuesGfK,2021nflation is profoundly impacting consumers relationships wi

141、th brands,presenting marketers with serious challenges.But could it also hold long-term opportunities for CMOs?According to Mindshare UK,just 16%of people agree with the senti-ment:“I feel confident that I can take this hit with minimal chang-es.”More than 8 in 10(85%)of us will be on the look-out f

142、or cheaper alternatives when shopping.As inflation rises and more con-sumers look to save money in any way they can,marketers are hav-ing to review their strategies.PepsiCos chairman and CEO Ramon Laguarta recently said the company would make retaining consumers the top priority as the cost of livin

143、g rises.High inflation is changing consumer buying habits and presenting brands with some of the greatest challenges for a generation.But there may be valuable hidden benefitsFor CMOs,inflation is both challenge and opportunity“We think the consumer is very early in this process of adjusting to the

144、new inflationary environment,”he said on an earnings call in April,adding that he expected new con-sumer behaviours as they adapt to the new realities.The food sector faces the most seri-ous impact from inflation.Some manufacturers are retrenching.Danone,for instance,will put great-er emphasis on it

145、s essential product lines.“Well go back to fundamen-tals,rather than what was fashion-able at one time or another,”its chief executive,Antoine de Saint-Affri-que,told the Financial Times in May.Chris Burggraeve is founder of marketing strategy consultancy Vicomte and former global CMO at AB InBev.He

146、 thinks one key issue for marketers is sustainable pricing power.“This comes from long-term strategies that focus on stakeholder value rather than short-term share-holder value,”he says.“The compa-nies that are suffering from margin compression currently are those that dont have sustainable pricing

147、power they havent invested in developing their brand so that cus-tomers are willing to pay more for it.”Burggraeve cites the example of Amazon Prime:subscription prices for the service in the US have recently risen by 17%,a move the company felt confident about because of its brand loyalty.Procter&G

148、amble is also in a good position here,argues Burggraeve.“CMOs need to lead the fight in the board-room to persuade the CEO and the CFO to invest in the brand so that in this new world of higher inflation their companies have effective,sustainable pricing power.”Brands that feel unable to increase th

149、eir prices have another option.Recent research by Havas Media Group identified a 77%net increase in the number of people who say it is more important that brands help them to save money than before the crisis.There was a 75%increase in the number of people saying it is more important for brands to o

150、ffer products and servic-es that are priced fairly in terms of quality than before the current economic downturn and the rapid rise in inflation.But CMOs must look beyond pric-ing.Jordan James is head of key holders at Unlockd Marketing;he has worked with Anytime Fitness and Crowne Plaza Hotels&Reso

151、rts,among others.He encourages CMOs to focus on perceived value or added value over competitors.For exam-ple,benefits like longer-lasting or harder-wearing products will be increasingly appealing,he argues.There will also be potential to tap emotional appeal,such as offering a treat for the family.“

152、Theres also a place for a focus on tradition,”he says.“As a society,tradition calms and stabilises us.”When times are hard and brand loyalty comes under pressure,man-ufacturers must be ready to listen to their customers more carefully so that they can respond to demands and preferences at a quicker

153、pace.A focus on user-generated content(UGC)can help here,according to Ed The companies that are suffering from margin compression are those that dont have sustainable pricing power Simon BrookeE C O N O M YIONS,2022UK INFLATION IS SOARINGPercentage change in the consumer price index,on a quaterly ba

154、sis 19902000201020201995200520152%0%4%6%8%10%Hill,senior vice-president EMEA at Bazaarvoice,a retail technology provider.“UGC is all about connect-ing with consumers,building com-munity,and creating a conversation between customers and a brand,”he says.“It isnt about the questions they should be ask

155、ing,but about listening and responding to cus-tomer feedback to understand wider sentiments towards a product offering or the brand itself.”Hill points to kitchen paper brand Plenty,which used what it learnt from customer reviews to help create Handy Towels,a single-sheet paper product for multiple

156、rooms in the home that can be used with one hand.Similarly,Unilevers UGC identi-fied a demand among its consumers for a Keratin Smooth dry shampoo.In the absence of such a product,the company promoted other dry shampoos in its lines alongside the Keratin Smooth shampoo.Loyalty programmes offer marke

157、t-ers another opportunity to retain increasingly promiscuous,price-fo-cused consumers.During the pan-demic,62%of businesses reported that their loyalty programmes kept customers engaged in the crisis,according to Antavo,a loyalty man-agement platform.Tiered pro-gramme owners where those customers wh

158、o spend more are placed in higher tiers offering more generous rewards have reported a 1.8 times higher return on invest-ment compared to those that do not offer tiers.Meanwhile,72%of com-panies surveyed planned to revamp their loyalty programmes over the next three years.“Businesses need to be incr

159、easing their investment in experimenta-tion,”says Dan Peden,product direc-tor at marketing agency Journey Further.“Whether its on a website or in a store,an experimentation team or agency will help fuel cus-tomer insights and improve your customers brand experience.When its done properly,experimenta

160、tion allows you to challenge what you thought you knew about your cus-tomers and remove your opinions from the conversation.”Necessity,its often said,is the mother of invention.CMOs who are prepared to think more broadly and cast themselves as thought leaders in the boardroom have an opportunity to

161、reimagine not just their market strategies,but their brands ethos.R A C O N T E U R.N E TT H E F U T U R E C M O1110YesNoDont knowReducing greenhouse gas emissions and keeping global warming to 1.5C above pre-industrial levels is one of the biggest challenges facing the world.But while marketers ack

162、nowledge the scale of the issue and consumer demand for it,all too often the function is left out of the conversation when it comes to how to tackle the climate crisisCONSUMERS WANT COMPANIES TO FOCUS ON TACKLING CLIMATE CRISISPercentage of people who said that companies implementing programmes to i

163、mprove the environment is extremely or very importantCLIMATE CHANGE IS OFTEN NOT SEEN AS MARKETINGS RESPONSIBILITYPercentage of marketersTHE CHALLENGES MARKETERS FACE IN REALISING SUSTAINABILITY AMBITIONSPercentage of marketersGLOBAL MARKETERS ACKNOWLEDGE CONSUMER EXPECTATIONS AROUND CLIMATE CHANGE

164、AND BELIEVE THEY ARE RESPONDINGPercentage of marketers who believe the followingCLIMATE CHANGE IS AFFECTING BRANDS CUSTOMERS AND PARTNERSPercentage of marketers who cite the following as impacts of climate changeBoston Consulting Group,2020CMO Survey,2022WFA,2021WFA,2021North AmericaHave a sustainab

165、ility KPIHave reducing climate change as part of marketings responsibility Uses marketing to nudge customers/partners to accept changes to reduce climate impactAfricaSouth America AsiaEurope68%83%88%94%69%Consumers fundamentally expect brands to help improve the environmentConsumers want brands to h

166、elp them to be more environmentally friendly and ethical in their daily lifeSustainability will become more importantSustainability is taken seriously as a business opportunity in our organisationSustainability is central to our business modelNo plans to startProgressing wellAbout to startWell advan

167、cedFirst steps taken on the journeyMOST MARKETERS BELIEVE THEIR ORGANISATION IS COMMITTED TO SUSTAINABILITY BUT THE MARKETING FUNCTION IS LAGGING BEHINDHow far along marketers perceive their organisation to be in applying its sustainability agenda3%11%39%38%35%29%10%25%4%4%Organisation levelMarketin

168、g functionWFA,2021WFA,2021,CMO Survey,2022Owing to rounding,percentages do not total 100Conflicting business prioritiesLack of dedicated internal resourcesPressures on growth(profit)from shareholdersSustainability initiatives are being led in parallel/adjacent to marketingConsumers claims on sustain

169、ability dont convert to actionThe risk of greenwashingThe lack of literacy on sustainability within our marketing organisationLack of internal processesLack of industry consensus and norms39%27%26%26%25%20%20%19%18%88%87%85%76%68%71%56%44%25%24%Increasing demands for transparency on climate impactSh

170、ifting demand to more climate-friendly products or servicesIncreasing the level of reuse,resale or recycling of products or servicesWilling to pay a higher price for more climate-friendly products or servicesReducing overall consumption69%6%26%39%36%62%4%60%CLIMATE CRISISTHE CMOS ROLE IN TACKLING TH

171、ER A C O N T E U R.N E TT H E F U T U R E C M O1312The Cannes LIONS Global Growth Councils for Pro-gress aim to tackle some major societal issues at this years event.Why does the ad industry need to step up?Set against the backdrop of an increasingly turbulent world,the global ad industry faces a nu

172、m-ber of big challenges that need to be tackled at a faster rate than any of us ever predicted.We know that crea-tivity has the power to drive progress for people,for business and for posi-tive change in the world.This means that the creative marketing commu-nity is in an incredibly fortunate po-sit

173、ion as they can harness creativity to enter and create change in cul-ture,business and the world.Our five Global Growth Councils for Progress are an expansion of the CMO Growth Council,which we launched with the Association of National Advertisers(ANA),the in-dustry body that represents US ad-vertis

174、ers,in 2018.They will convene for the first time during the Festival in Cannes to find global solutions,set the agenda and define their com-mitments on the global stage.For the first time,this initiative will in-clude representatives from across the community including creative agencies,brands and m

175、edia owners unifying the industry behind one collective and urgent agenda.We are delighted that Marc Pritchard,chief brand officer at Procter&Gamble,will head up this initiative.With each Council com-prising between 25 and 30 core members,we want them to be a plat-form for a range of voices who can

176、bring new perspectives,insights and cultural context to accelerate the pace of progress at a much great-er scale and create a truly global community.Our open call for Coun-cil members saw 25 spaces made available for any visionary creative professionals able to demonstrate entrepreneurship,regardles

177、s of spe-cialism or location.What are the key issues that need addressing?Earlier this year,we launched the LIONS State of Creativity Study.Completed by thousands of people from 100 countries,it was our largest survey to date,collating views and insights from a diverse set of voices across the creat

178、ive ecosys-tem.The five Council themes were formed in response to the global is-sues identified by the industry through this study as being most im-portant and pressing to the progress and growth of their business and the impact on the planet:sustainability;diversity,equity and inclusion;tal-ent;dat

179、a and technology;and brand creativity and effectiveness.How will Cannes LIONS track progress and ensure action is taken to move the industry forward?In a couple of weeks time,we will be reuniting the global community in Cannes and we couldnt be more excited to convene our community and the Councils

180、in real life.We invite every Festival attendee and LIONS member to contribute to the conversation by joining a corre-sponding community to debate,pledge,create or lead an initiative that supports our collective move forward.On Friday 24 June at 11am,the Council chairs will come togeth-er on the Lumi

181、re stage in Cannes to define the agenda and their commit-ments for the year ahead.LIONS and the ANA will provide the year-round platform for the in-dustry to convene and track pro-gress.The Council working groups will work throughout the year on the task in hand to ensure that they are furthering pr

182、ogress.They will then return to Cannes LIONS in 2023 to give an update on the industrys col-lective progress.LIONS is in a posi-tion to provide the global platform for the industrys agenda and were delighted to be able to commit to this as an ongoing,collective movement.Cannes LIONS takes place in C

183、annes,France,20-24 JuneCreativity has the power to drive progress for people and businessI N S I G H TSimon CookCEO,LIONSSimon Cook,CEO,LIONS,discusses the festivals plans to drive the marketing industry to address societal issueshe UK has had four years to get used to the sweeping changes that the

184、EU General Data Protection Regulation(GDPR)brought with it when its pro-visions were implemented in the Data Protection Act 2018.That year,businesses were forced to rewrite data-handling procedures and implement stringent new ways of interacting with their customers.Having been marched up to the top

185、 of the GDPR hill,it looks increas-ingly likely that marketers and their clients will be marched back down again some time soon.In the Queens Speech on 10 May,the government revealed that it was planning significant reforms to data protection law.Details were thin on the ground,but the government di

186、d say that it intended to replace the“highly com-plex”legislation that it had inher-ited from the EU with something offering a lighter touch.The main goal:to make the whole process more straightforward and save organisations from having to do“excessive paperwork”.But there are causes for concern for

187、 businesses,many of which have only just managed to wrap their heads around all the complexities created by the GDPR.For instance,firms that have one foot in the UK and the other in Europe are wor-ried that the extra bureaucratic burden of having to comply with two sets of regulations could cause th

188、em huge problems.Westminster has said that it will open its proposals to consultation,which means that the industry and consumers has the power to shape the law.So what,then,should the future of data protection regula-tion look like?There tends to be a great deal of anxiety surrounding big legislati

189、ve changes,but this often proves unfounded when the realities of compliance dont prove as difficult as feared.This is why some market-ers suggest that worrying too much in this respect is a stressful waste of time and energy.“Data protection regulation is quite simply beyond the capacity of us mere

190、mortals,”admits Andrew Armitage,founder and MD of A Digital,an agency based in Kendal,Cumbria.“People running small businesses cant afford the services of a compliance department,a chief data officer or an information secu-rity officer.The reality is that most small firms and probably larger ones to

191、o will choose their providers carefully and do the best they can.”But Armitage believes that no company can categorically say that its always 100%compliant with all the rules.“Its too complicated to know what material gets sent where and when.This becomes a problem only in the event of a secu-rity b

192、reach or a scandal,”he says.The main aim of the proposed reforms is to save firms from“exces-sive paperwork”,which should,at least in theory,reduce the risks of non-compliance.But the key ques-tion is whether some of the more bureaucratic elements of the GDPR will have to remain in UK law.Ward,senio

193、r lecturer in marketing at the University of Brighton.Although firms that rely on foreign markets further afield“may wel-come some easing of the GDPR,companies that depend on Euro-pean trade may raise concerns”,she predicts,noting that UK exports to the EU in 2021 were 20bn down on the total for 201

194、8,the latest compa-rable year of stable trading.Ward points out that having dif-ferent regulations from those of our nearest foreign market may seem like a nightmare,particularly for smaller firms that have had to deal with problems caused by the Northern Ireland protocol.She adds that“those more fo

195、cused on con-sumer behaviour will be concerned about a dilution of protections,par-ticularly for children and other vulnerable people”.Whatever reforms are eventually enacted,one thing is for certain:the whole marketing profession would like these to be the last for a while.“Everyone in our industry

196、 is keen to avoid constant changes to the rules,”says Amanda Walls,founder and director of Manchester-based agency Cedarwood Digital.“Each time the rules change,we go through our own consultation pro-cess with experts to then roll out the required changes across our websites and those of our clients

197、.This process is not only costly;its also incredibly time-consuming.Any move to simplify data regula-tion has to be a final one for at least the foreseeable future.”Such simplification needs to work for all concerned.British consum-ers and their representatives arent likely to favour much in the way

198、 of deregulation,because they gained a set of significant legal pro-tections in 2018.An international survey of 2,600 consumers pub-lished by Cisco Systems last year found that 18%of UK respondents had approached an organisation to enquire about having the per-sonal data it had obtained on them amen

199、ded or erased one of the important rights granted to them by the GDPR.Tech firms,for their part,will gen-erally lobby for deregulation.For instance,theyre likely to be con-cerned about how the long-planned Digital Markets Unit within the Competition and Markets Authority is being beefed up with grea

200、ter powers to clamp down on bad actors,although nothing substantial is likely to happen in this department before the end of the 2022-23 parlia-mentary session.It all leads to plenty of uncertainty for marketing chiefs as they try to formulate their medium-term busi-ness plans.This is a headache tha

201、t doesnt have an easy remedy as yet.If theres one thing that the indus-try would like to obtain from the forthcoming legislation,its clarity.“There would need to be a clear distinction and understanding here of how our own data protection guidelines would work with this,without creating the complexi

202、ty of having to operate within different data rules depending on which organisations products were work-ing with,”says Walls,who fears that such an outcome“would not only be incredibly time-consuming;it could also increase the risk of error”.Westminster has pledged to update data protection legislat

203、ion so that it has a lighter touch,but any changes it makes could create as many complexities as opportunitiesLaw of the jumbleTChris Stokel-WalkerThere is a good reason for retain-ing certain elements of the GDPR,according to Natalie Cramp,CEO of data science company Profusion.“I dont think anyone

204、can argue that its a flawless piece of legisla-tion,”she says.“But,if you consider how weak and outdated our data privacy laws were before its enact-ment,it has substantially improved the situation overall.”For instance,the GDPR drove a significant change in consumer rights by putting the individual

205、 at the centre of data protection legisla-tion.The concern is that the good work it prompted the marketing industry to do to smarten up its act and build public trust in the pro-cess will be undone.“The fear is that the government will favour weak and/or vague regu-lations in the name of simplicity,

206、”says Cramp,who foresees a poten-tial double whammy.“The UK could end up in a situation where businesses are struggling to navi-gate a new set of rules,thereby damaging their ability to operate internationally,while people are left with little protection.”The prospect of a two-track system is worryi

207、ng plenty of British businesses that have inter-ests in the EU,observes Dr Janet MarTechWork HarderL E G I S L AT I O NThe fear is that the government will favour weak and/or vague rules in the name of simplicity1973200220122009201620182021202219811995A history of European data protection lawThe fir

208、st ever data protection law Swedens Data Act is passedThe EU adopts the Directive on Privacy and Electronic CommunicationsProposals for the General Data Protection Regulation are publishedGDPR comes into forceThe European Commission instigates a public consultation on data protectionThe EU Parliamen

209、t approves GDPRThe UK government consults on reforming data protectionPlans to reform data protection in the UK are included in the Queens SpeechThe Council of Europe adopts the Data Protection Convention,making the right to privacy a legal imperativeThe EU creates its own Data Protection Directive1

210、9801990200520152010202019751970198519952000Oscar Wong via Getty ImagesR A C O N T E U R.N E TT H E F U T U R E C M O1514he Data&Marketing Asso-ciation(DMA)turned up a disturbing insight in 2021.After three years of consistent performance in the marketing sec-tor,effectiveness suddenly slumped.What h

211、appened?The data came through the DMAs awards,which have received more than 1,000 entries since 2017.The association found that in 2021,effectiveness slumped by the substantial amount of 23%.Tim Bond,director of insight at the DMA,says,“The pandemic was always going to be a curveball and we werent s

212、ure what would happen.But last year,we were encouraged by the increase we saw.This year the drop is poten-tially of concern.”He offers potential explanations for the sudden and steep drop.“During the pandemic when brands were hyper-conscious on reduced budget,added measures were put in place to make

213、 sure they were getting bang for their buck.When that spend returned,some of those hygiene factors may have dropped.”Paul Sinclair is marketing director at Zen Internet.Hes not surprised by the data.But although it is not new,its good to have statistics to demonstrate the sectors fears.in control of

214、 the performance you need to deliver.That should help maintain effectiveness.”Campaign effects have a certain immediacy:deploy an ad and see the number of clicks only an hour later.Thats seductive,but not necessarily helpful,and certainly not on its own.The DMAs report shows that medi-um-term activi

215、ty campaigns between four and 12 months were squeezed in 2021,even though theyre generally seen as optimal for driving ROI.With the desire to pin immediate profit to marketing spend,that change could have a negative impact in ROI multipliers.Campaign effects can be useful for media planning but for

216、anything more profound,Bond says they arent fit for purpose.Its best to take a blended approach,prioritis-ing business,brand and response effects while matching them to busi-ness realities such as category and budget.This helps to really under-stand effectiveness.“At the most basic level,logic dic-t

217、ates that if were choosing to take an action there will be a return,wheth-er its a shift in awareness,consider-ation or sales.Therefore there are only really three metrics that could matter,”Irving says.“What changes is the timescale were looking at and the need for proxies to have an early read.Its

218、 the early read thatll be the killer if not everyone is aligned to the true metrics.”Sinclair acknowledges others may feel pressure from on high,which can lead marketers to grasp at the quick-fix straws of campaign deliv-ery data.“We have no short-term shareholder demands to meet.But I often report

219、to the board quarterly with metrics that give us confi-dence:the type of customers were acquiring,understanding if were keeping existing customers happy.”One of the key implications to come out of the DMAs research is that there should be a renewed focus on brand building.Placing less weight on imme

220、diate outcomes,this impacts ROI by stimulating future demand.It can also insulate compa-nies from the price promotion race to the bottom,by encouraging con-sideration based on brand values rather than cost.However,as brand effects tend to be more complex and costly to meas-ure,the research suggests

221、compa-nies will have to commit more resources to the area if theyre to see long-term results.What is certain is that 170 metrics is too many.Marketing departments will have to rationalise their KPIs to find those that give a true picture of the state of their business,and reduce their dependency on

222、the quick,reassuring hit of sky-high but useless campaign effects.Sinclair suggests that marketers stop using vanity metrics as a proxy for a scientific approach to meas-urement and understand what it means to gain real insight.“Were commercial people in the organisa-tion,so we need to get comfortab

223、le with data sets,how they link to pricing and so on.Im joined at the hip to the CFO.”There is already something of a market correction.Famously,chal-lenger bank Starling pulled its ads from Facebook and Instagram over privacy concerns,but several weeks later stated that it“hasnt caused a noticeable

224、 decline”.Irving believes recent moves to retire the third-party cookie could be a step in the right direction to refocus that conversation.“By default,busi-ness metrics will come more to the fore than they may have in recent years and the data we need to make decisions will become more reliable.”Fo

225、r marketers and their colleagues in finance,sales and even the C-suite,it may feel theres a need to brush up on the basics.To this end,in partnership with the DMA Media Council,the DMA has recently launched a Marketing Framework 101.This will provide best practice guidance on how to measure busi-nes

226、s outcomes and understand the impacts of marketing across differ-ent timescales.The framework will also include a glossary to define terms around measurement,so that everyone is at least using the same terminology.Siloed media planning creates siloed media measurement and distorts marketing effectiv

227、eness.The report suggests that it leaves marketers trying to justify market-ing spend“with one hand tied behind their backs”.The glossary,the DMA hopes,will help organisations understand what is meant by various terms across the media measurement process and de-silo the process of measure-ment.Armed

228、 with a more rigorous approach to effectiveness,perhaps future initiatives that seek to prove their successes on the awards circuit will truly be worthy of a gong.Morag Cuddeford-JonesTheres more data to be looked at and analysed and many marketers or leaders have taken their eye off the ball for th

229、e ones that really matterDMA,2022DMA,2022THE EFFECTIVENESS OF MARKETING CAMPAIGNS IS DECLININGThe total number of effects recorded per campaign,on average,according to entries to the DMA AwardsBRANDS ARE FAILING TO MEASURE THE BUSINESS IMPACT OF THEIR MARKETING CAMPAIGNSThe different types of effect

230、iveness measured in entries to the DMA Awards in 2021The research found that marketers entering the awards used a total of 170 different metrics,with cam-paign delivery metrics making up 41%of entries and 59%devoted to business,brand or response effects.Only 6%of effectiveness measures seen in the r

231、esearch related to business effects.Campaign delivery effects are often termed vanity metrics,easy numbers to obtain and often cited in millions of something views,clicks,audience that grab the attention but offer little in terms of understanding business outcomes.So why are they even used?Vanity me

232、trics have a place,says Jamie Irving,global head of digital marketing at Boden.But,he notes,“Its about quality,not quantity after all,”adding that they should be sec-ondary or wrapped into a single KPI to be effective.“Ultimately,the most important metric is the one which will shift business outcome

233、s.If we view vanity as guardrails and acknowl-edge the impact theyll have on the metric you need to hit,then you are Commercial featureeople frantically looking up How to video guides was one of the defining features of Covid lockdowns.Without easy access to plumbers or builders,it was up to the vid

234、eo tutorial to help guide our shaky hands through fitting a new shower head or fixing the fence.For Robin Kirchhoffer,CMO at media solutions and service provider Dalet,the rush online was no surprise and its a trend thats set to continue.Thats because,firstly,he says viewers on average retain a whop

235、ping 95%of a video message much higher than written communication and vital if youre taking a hammer to your house and secondly because business mar-keting teams have been steadily grow-ing the quantity and quality of corpo-rate video content.“People love watching video to help them understand,buy a

236、nd enjoy things,and the pandemic just led to more proliferation,”Kirchhoffer explains.“Corporates have responded by creat-ing more video content,both internally as well as externally on channels from YouTube to TikTok.Most industries were already doing this,but the need to have it properly wired as

237、part of your marketing strategy has increased.It can help build a brand message,cus-tomer trust and contribute to a firms top and bottom line.”Tutorials and product demonstra-tions are a great example.They are val-uable because they help customers get the most out of their new products and services.

238、One of Dalets clients,Audi UK,produces and distributes such video tutorials to its car dealers as well as training content and commercials to its sites and applications.Another client,American Family Insurance,manages all kinds of assets,including training and marketing content.“As marketers,you nee

239、d to make sure that video is there for customers and clients because this is how they want to access information,”Kirchhoffer Shooting for the stars:how to boost your video strategyFrom boosting engagement to helping build trust in your brand,corporate video has a lot of benefits and is worth gettin

240、g right explains.“The C-suite also sees the shift in usage and is asking for new ini-tiatives to be launched more quickly.Marketers need to be fast on their feet with new and more video content.”However,this growth has created several pain points for marketing teams in their media supply chains.This

241、 encompasses all parts of the video journey including content creation,commissioning,production,distribu-tion to multiple platforms and storage.“Most businesses using video content are not native media organisations,”Kirchhoffer explains.“They dont have the toolsets and processes in place to manage

242、and plan their video content and campaigns,document and cate-gorise everything and understand how and why it is performing.There isnt a single point of truth where everyone can work together.”Instead,he adds,the content is very siloed,with some stored in cloud ser-vices,some offline on hard drives a

243、nd some on a shared server.As a result,it is hard to leverage value and have true transparency and visibility.Many organisations also manage these tasks manually with filing,indexing and plan-ning taking up valuable employee time.“The question is:how do you con-trol these video assets?A marketing te

244、am managing and creating different videos needs a level of automation and centralisation to help manage the flows,”he says.“It helps drive the con-sistency of messaging,format,graph-ics and quality control throughout an organisation,either with local or mul-ti-national campaigns.It also frees up mar

245、keting minds to come up with new creative ideas and designs.”The Dalet Flex software product,used by Audi UK,American Family Insurance and leading media organ-isations,provides these centralised toolsets and processes as a service.“Marketing groups and corporations want to unify their teams so that

246、inter-nal staff and outside agencies,remote video producers and freelancers can see content processes on one system,”says Kirchhoffer.“With Dalet Flex,they can ensure that their assets are visible,properly indexed,centralised and documented much more efficiently.You can also use analytics to see how

247、 each video is performing,how it is helping the bottom line or whether it needs to be amended or repurposed and used on a different channel.”Kirchhoffer expects demand for video content to continue growing both long and short duration films and more cin-ematic high-resolution campaigns for specific

248、events or product launches.“Already there is a need for specific branding,logos and colour schemes for different countries or channels,”he explains.“You need to manage it well to help grow your brand.”For those of us soaked to the skin after a failed plumbing attempt that can only be good news.For m

249、ore information,visit Most businesses using video content are not native media organisationsPNew research suggests a big drop in marketing effectiveness.Does this expose fundamental problems,or could flimsy metrics be to blame?Metrics maze:marketers struggle to measure effectivenessM E A S U R E M E

250、 N Thocus-focus via Getty Images“Part of it is the proliferation of data,more digital channels,TV and radio becoming digitised.Theres more data to be looked at and ana-lysed and many marketers or leaders have taken their eye off the ball for the ones that really matter.”So could the problem be trace

251、d to the methods companies use to measure their effectiveness?The DMA research highlights four categories to determine mar-keting effectiveness.They are busi-ness effects(profit,market share),brand effects(awareness,consider-ation),response effects(leads,bookings),and campaign delivery effects(reach

252、,impressions).T201720192018202020212.72.72.83.12.441%36%17%Campaign delivery effectsResponse effectsBrand effects6%Business effectsR A C O N T E U R.N E TT H E F U T U R E C M O1716odays junior marketers are tomorrows CMOs.As new trends emerge and others evolve,these 20-somethings offer a unique per

253、spective on their genera-tions interactions with the indus-try,providing their bosses with unrivalled insights.Many CMOs are increasingly tak-ing advantage.Research from digi-tal experience platform Optimizely shows 76%of junior marketers said their opinion was valued by senior team members,while 86

254、%said they have the freedom to try new things.“They are the ones likely to shape the future of UK marketing,”says Kirsten Allegri Williams,CMO of Optimizely.“Experimenta-tion practice will absolutely help advance their careers,along with their enthusiasm,and fresh thinking.Its vital senior team memb

255、ers embrace this.”Skills are also changing,suggests Chris Currey,director of digital and marketing recruitment specialists Digital Tonic.Good copywriting and proofreading abilities are in demand due to increases in content marketing,while strong numerical skills help derive insights from data.PPC,SE

256、O and marketing automa-tion are also important now,Currey says.Very few young mar-keters are being given experience with inbound marketing,lead gen-eration,and account-based mar-keting,he admits.Employers are noticing that recent graduates are being taught with“too strong a focus on social media”,Cu

257、rrey says.Skills that will be relevant later in their careers such as strategy,plan-ning and developing marketing plans should be less of a priority initially,compared to learning hands-on tools.Relevance,value and sustainability Junior marketers are filled with ideas and suggestions for todays CMOs

258、 on how the industry will or should change and the campaign messages that should be considered.Liv Jump,26,is assistant brand manager of own brand marketing at M&S Food and currently leads its Celebrating 30 Years of Percy Pig campaign.She has worked in mar-keting for four years.She believes the fut

259、ure will see a focus on value,personalisation and sustainability.“Thinking about the current cus-tomer mindset,value is more important than ever and the emphasis will only grow,”she says.“Customers want a fair price or great deal,but without compromis-ing on quality.Marketing needs to be more releva

260、nt to more people 100%of the time to be successful.”Sustainability is critical,Jump adds,whether through packaging,point of sale or product develop-ment.Customers want to hear how businesses are making a difference.Looking to the future,she expects insight to play a key role,along with bold,on-trend

261、 and reactive market-ing.Her suggestion to todays marketing leaders is inspired by advice from her own CMO,Sharry Cramond:“When you think youve pushed all boundaries,push it a lit-tle more and youll find the magic.”Jump is personally attracted to campaigns with meaning and rele-vance,and highlights

262、the impor-tance of social media for her peers.“Whether sharing funny memes,following brands directly on Insta-gram,or consuming products through influencer marketing,it makes sense for brands to market on there.The key is shareable con-tent that will generate rich engage-ment,”she advises.Embracing

263、feedbackLauren Fletcher,24,has worked in marketing for two years and is cur-rently social media executive at Lovehoney.She believes influencer marketing will“begin to bleed more and more into other market-ing channels”,with influencers firmly replacing celebrities as the faces of brands.The ability

264、to adapt quickly is now crucial,she says.Video editing skills are also impor-tant,as“almost every platform is requiring video content”.Fletcher sees marketing becom-ing“less obviously commercial”.Thought leadership and proving yourself“as an overall good brand”will be critical.Whats her advice for C

265、MOs?“Talk to and listen to lower-level staff,especially those in consum-er-direct marketing roles.We hear feedback directly from the consum-ers and social media users,which is super valuable and can help shape the overall marketing direction.”Fletcher says her generation priz-es authentic and honest

266、 marketing,with her peers now“a lot more con-scious of any twisting of the truth or unauthentic trend-hopping”.She also points to the importance of diversity.“As much as showing rep-resentation on your channels is important,you need to have diverse people within your teams as well.If youre doing mar

267、keting about a cer-tain minority,you need to make sure people from that minority are contributing,even if its on a consul-tancy basis and make sure theyre getting paid for it.”Technological advancesTanaka Bofu is a graduate creative strategist at agency Armadillo.He believes behavioural design mar-k

268、eting and design working together to create behaviour change is now a key focus.“Good design can really help with the whole of the marketing process and should be involved at every stage,”he suggests.The 24-year-old,who has worked in marketing for eight months,thinks its imperative to build trust be

269、tween the customer and the brand.“In the loyalty space,to say we are using your information safe-ly,but also making it work for you is such an important message.”Bofu highlights AI and particu-larly augmented reality as market-ing technologies to watch,with the latter using blank billboards so cam-p

270、aigns are only visible through AR.The metaverse will also be interest-ing,he suggests,“because brands wont be competing for the same physical space anymore;there will always be more virtual space that can be created”.However,reflecting on his own experience,Bofu advises others who are entering the i

271、ndustry to think about the potential of first-party data,something at the core of every campaign at his agency.“We didnt go into data in detail in my degrees,definitely not the terminology and potential.Thats something that fas-cinates me,”he says.And although Bofu believes that marketing is improvi

272、ng when it comes to diversity and representa-tion,including by focusing on peo-ple from less affluent backgrounds,he says there are still barriers.“My parents work in the NHS,so I had no marketing role models.I would like to hear more about the process of getting into market-ing not just seeing peop

273、le in mar-keting positions.”Mentoring opportunitiesHannah Elliott is marketing assis-tant at Boost Drinks.She suggests matching new junior marketers with employees from different departments or who are in more senior roles.This,she says,would offer education,collaboration and provide a neutral sound

274、ing board for advice.Greater industry net-working opportunities should also be available,she believes.The 27-year-old has worked in marketing for four years.She believes reactiveness is now as much of a core skill as creativity,pointing to brandter banter focused on brands.“As we continue into an un

275、certain future,everyone enjoys seeing brandter on Twitter;viral positive comments make you feel good and make you engage with the brand.“The ability to talk and react within your brand values,directly to your consumers is massive.Doing it at speed and being first is even better,”Elliott explains.Ell

276、iott feels that she gets to know a brand best through how it commu-nicates on social;alongside a sup-porting marketing campaign,this gains her trust and inspires her.“It used to be about having a website,then it was an app,now its a TikTok channel.Whats next?”This question perplexes CMOs.But,as Elli

277、ott explains:“It isnt only juniors who can learn from senior marketeers.Im often asked what the latest trend is on social media,or what Gen Z are consuming in cul-ture and whos the new big celebrity talent we should be working with.”Jonathan WeinbergI had no marketing role models.Id like to hear mor

278、e about the process of getting into marketing,not just seeing people in marketing positionsWhen you think youve pushed all boundaries,push it a little more and youll find the magicJunior marketers offer insights that can change the industry for the better.CMOs should pay attentionTo see the future o

279、f marketing,ask the next generationF U T U R E L E A D E R SSome of the advertisers in this report will generate over 200 leads thanks to Raconteurs integrated print and digital campaigns.Email to plan your campaign now.Print media cant generate leads.WWr ro on ng g.Tkate_sept2004 via iStockR A C O

280、N T E U R.N E TT H E F U T U R E C M O191886%10%32%21%38%34%ome say that the great resignation a wave of job changing during and post-pandemic arose because employees have rethought what matters in life.Latent frustrations have come to the surface and theres a realisation that lifes too short for ha

281、lf-heartedness.This,it has been suggested,has extended to the agency-client rela-tionship,where commentators believe there is dissatisfaction and disillusionment among agency staff.Why?Because agencies are no longer at the top table.They have been relegated to factotums when,to be truly effective,th

282、ey should be the businesss strategic partner(not even just the CMOs),helping define the company direction from their unique understanding of which levers to pull,the channels to pull them on and,of course,the customer.“People conflate marketing with communications.Most agencies never ask the client,

283、Why are we doing this?”says Claire Humphris,CEO of Iris London.Understanding what marketing,and therefore the agencies,bring to the table remains hit and miss.It helps to have a CMO who champions the cause and can show the business the agencys worth,and then a CEO who leads the organisation to espou

284、se it.This isnt easy.Recent research suggests that while 86%of CEOs said CMOs had the power and credibility to influence their decisions,only 34%said they had confidence in their CMOs.A further 38%said their CMOs had the wrong skill set for the changing mar-keting environment.But CMOs cannot be both

285、 jacks of all trades and experts in all of them.Which means the drive to true cus-tomer-centricity depends on more agency involvement,not less.Cus-tomer-centricity is one of three key trends that defines todays market,along with digital transformation,including how that reshapes cus-tomer interactio

286、ns,and the ser-vice-driven economy.Laurence Parkes is CEO of Rufus Leonard.He explains why now is the time for marketing and its agencies solutions that help a business inter-act with its potential customer in a way that is easier,smoother and dif-ferentiated.If more people thought of themselves as

287、creative,it would be liberating,”Humphris admits.Even then,with the variety of skills and disciplines involved in building a customer-centric busi-ness,its unlikely any single agency can be a one-stop-shop for a client.This is where excellent networking capabilities come to the fore.Parkes says:“Its

288、 hard to have breadth of capability in an agency of 65 people.Its a challenge for agen-cies to manage that breadth.We take the ecosystem approach its an excellent solution to the problem.”Of course,when agencies and internal departments all start to break out of their siloes,there is enormous potent

289、ial for chaos to ensue.Keeping agencies in boxes and restricting their influence to direct reports was an easier if lim-iting relationship to manage.Working with agencies across the entire organisation presents new challenges for the business:whose responsibility is this alliance?“Certain clients ar

290、e already there with marketing operations,”Dimi-triou reveals.Marketing operations,or MOps,while seemingly still siloed in the marketing department,are a solution to help functions technical,intellectual and more engage across the organisation in a coordinated and effective manner.Marketing software

291、 company Hub-spot has a neat analogy to define MOps.In the School of Rock film,in which a motley group of pupils and a renegade teacher form a band,actor Jack Black approaches the class president and says:“Summer,youre in charge of the whole thing.”It isnt simply that agencies deserve a seat at the

292、top table,although they surely do.Its about realising that,if an organisation is committed to breaking down its internal siloes to become truly cus-tomer-centric,it needs to break down its external ones too,and open itself to the potential that agencies have to offer at every level.so,they risk bein

293、g left behind.“Our job is to understand that world the metaverse,what the latest is from a consumer point of view and bring it into the business,and how it creates value,”Dimitriou explains.Agencies could drive innovation and experimentation without exten-sive retooling by an established business.Co

294、uld the idea that agen-cies are simply the creative arm be stopping organisations from embracing them?If so,theyre miss-ing out.“Creativity is about finding to break free of their shackles:“Ser-vices,digital and the rise of the customer-centric mindset have enabled marketing as a fully round-ed conc

295、ept:understanding the customer and creating value for them through created experiences.This is the only true definition of marketing and is what has allowed good CMOs and their agencies to expand their remit.”Even physical product-driven industries,such as manufacturing and electronic,have moved tow

296、ards also offering services to add value and differentiation in a crowded market.To leverage all these disci-plines,CMOs need partners.Andre Dimitriou,EMEA CEO of VMLY&R,insists:“A good agency is involved in all aspects of a clients business,sitting on product innovation boards.There,day in,day out.

297、”Its particularly important today because,as Humphris adds,cus-tomer problems sit outside siloes,and so the agency needs to sit out-side them too.It can be culturally difficult for client organisations to accept.It is the task of leadership to open doors to the agencies and encourage people to work

298、together to resolve challenges.But support must be firm.“The senior stakehold-er has to lay that down from the out-set,”Humphris warns.Some client organisations already see the value of an agency in taking a holistic view of their business.The trend towards agile,responsive marketing means businesse

299、s must react fast to changing customer expectations never more so than in the pandemic.Even today,post-pandemic,the landscape is changing fast.Clients dont have the capacity in-house to engage with all the latest trends the metaverse,for example to eval-uate their worth and plot how to integrate the

300、m.But without doing Dean Mitchell via iStockMorag Cuddeford-JonesSCMOS ARE STRUGGLING TO PROVE THEIR WORTH,AND THEREFORE THAT OF THEIR AGENCIES,TO THE BUSINESSPercentage of CEOs who think the following about CMOsHow agencies can get a seat at the tableWithout influence across the organisation,agenci

301、es unique skills risk being sidelined.Nows the time to break out of the marketing boxA G E N C Y R E L AT I O N S H I P SIf youre a good agency,youre involved in all aspects of your clients business,sitting on product innovation boards.There,day in,day outThe CMO has the power and credibility to inf

302、luence my decisionsHave confidence in their CMOThink CMOs have the wrong skills for the changing marketing environmentTrust their CMOThink CMOs have difficulty measuring the business results of marketing programmesThink the CMO puts the CEOs needs before their ownBoathouse,2021Commercial featuren to

303、days digital era,com-panies are being deluged by data and analytical tools.This means there is often a painful mis-match between the information they rely on and the brand experiences their customers need across different chan-nels.At the same time,as the global economy experiences turbulence,busine

304、ss leaders need to unlock new areas of growth through modern cus-tomer activation strategies.Across industries,PwC research shows nearly six in 10 consumers feel companies have lost touch with the human elements of customer experi-ence,and businesses are trying to turn the situation around.It is cle

305、ar that joyful experiences lead to stronger con-version rates,lower churn and higher customer lifetime values.Emotionally connected customers provide twice as much lifetime value to companies than those who are highly satisfi ed,according to Harvard Business Review.Crucially,such connected customers

306、 exhibit less price sensitivity,are more engaged with brand communications and buy more often.Companies are being held back in their change efforts by several core factors.“The fi rst problem for many businesses is that they have become stuck in the information.Despite massive innovation in data war

307、ehouses,analytics tools and data standardisation,the tech is gener-ally not built for the creation of joyful experiences,”says Adriana Gil Miner,chief marketing offi cer at the cus-tomer activation platform Iterable.Brands have also seen the customer engagement landscape shift endlessly as the varie

308、ty of channels used,from web-sites to apps,emails to social media sites,expands.For many brands,the struggle to convert the mass of data points on these different channels into desirable experiences is a problem that has wors-ened as customers expect ever more from digital interactions following two

309、 years of the coronavirus pandemic.“With the digital acceleration,each brand channel has gone from com-plementing the brand experience to being the brand experience,”explains Gil Miner.“Companies have treated every channel as its own world,with its own rules,capabilities and data.This is a mistake.N

310、o matter the chan-nel,it is the same customer wanting to experience the same brand.”This mismatched effort has been exac-erbated by a growing array of corpo-rate systems.Legacy technology,built before the advent of smartphones,has led many marketers to assume their cus-tomer relationship management

311、tech-nology cannot be updated to meet their changed needs.As a result,so-called frankenstacks of solutions used for dif-ferent purposes are being piled on top of each other,resulting in what is,in effect,a monstrosity of technology that fails to unite.Such is the level of confusion that a Gartner st

312、udy shows only 58%of mar-keters tech capabilities is normally used.“This unhealthy scenario means it is nearly impossible for those brands to create joyful,relevant experiences,”Gil Miner notes.“Without that posi-tive emotional connection wherever the customer is,there is low reten-tion,decreased cu

313、stomer engage-ment and lost revenue.”There are far better ways to go about creating joyful experiences.They involve moving towards harmonised,individualised and dynamic commu-nications with customers.This means interactions must be cross-channel and coordinated across all touch-points,from marketing

314、 promotions to customer service and transactional communications.Brands also need to better predict and anticipate customer needs by using data and AI to deliver highly-personalised communications.Lastly,brands must approach mar-keting with a service mentality of always-on,adaptive journeys,so they

315、rapidly adapt to customer behaviour and changing preferences.“This should be a top priority for brands and the fi rst step is trad-ing in the disparate legacy sys-tems,”explains Gil Miner.“Then they can move to cloud-based,fl exible,no-code and automated tools,which draw in data from multiple source

316、s,in a privacy-compliant manner and enable effective experiences to be orchestrated across channels.”Such consistently positive brand experience across every channel is particularly important given that 83%of emotionally engaged customers want multiple ways to interact with the companies they buy fr

317、om,according to Capgemini research.Simultaneously,personalising those interactions is essential given eight in 10 highly emo-tionally engaged consumers expect brands to know their individual prefer-ences.Meanwhile,experiences can be made more dynamic,a crucial step given that McKinsey research shows

318、 59%of consumers expect timely communica-tions from brands at key moments.Marketing technology leaders are abandoning best-of-breed approaches en masse in favour of single vendors with interconnected,integrated stack capabilities.Many are turning to the Iterable system,which is a customer activation

319、 platform that delivers uni-fi ed customer experiences and allows users to create,optimise and meas-ure every interaction across entire customer journeys.Marketing profes-sionals use the intuitive interface for cross-channel journey orchestration across email,mobile,text message and web,with fl exib

320、ility and scalability,and AI that understands users holistically to inform powerful decision-making.Among those using Iterable are the makers of the mental health brand Calm,which can now systemati-cally engage millions of customers on an individual level while adapting to the ebbs and fl ows of cus

321、tomers stress levels during these uncertain times.Meanwhile,Fiit,a UK-based subscription fi tness app offering on-demand workout classes,uses Iterable to test push email and in-app content to boost its conversions of free trials to subscriptions.Elsewhere,Spain-based Dgtl Fundraising uses Brand Affi

322、 nity,an intelligent person-alisation solution powered by Iterable AI,to identify and segment poten-tial donors based on cross-channel engagement signals.Businesses face growing expecta-tions from customers,who they must positively engage via an ever-expand-ing and increasingly complex array of chan

323、nels.Given companies dispa-rate systems,masses of data,limited resources and enormous pressure to make key marketing campaigns deliver success,many are turning to auto-mated,future-ready systems that deliver consistently joyful experiences across channels.This move will be essential to them capturin

324、g and retain-ing highly valuable customers.To find out more about the consistent creation of joyful experiences for customers,visit new wave of business disruption means brands should focus on joyful experiencesWhen brands create positive interactions for customers,they gain a myriad of long-lasting

325、 business benefi ts.But in a data-heavy world with disjointed tech platforms,many businesses have lost sight of how to create the human touchIWHY CHANGE NOW?Without a positive emotional connection wherever the customer is,there is low retention,decreased customer engagement and lost revenue2Emotiona

326、lly connected customers are more than twice as valuable as highly satisfi ed customers:they buy more products and services,exhibit less price sensitivity and pay more attention to a brands communicationsHBR,201570%of emotionally engaged consumers say they spend twice as much,or more,on brands to which they are loyalCapgemini,2017Top 5%of brands in Forresters US 2021 Customer Experience Index rankings outperformed all other brands in effectiveness and ease,understood the key emotional needs of their customers,and provided emotionally pleasing experiencesForrester,2021T H E F U T U R E C M O20