By Melissa Harans & Gayle Kesten
Another day, another new marketing-related title seems to be required to deal with digital’s increasing demands. For example, the wealth of opportunities that are possible with Big Data could use the expertise of a “Chief Digital Officer.” And who can gauge whether that newfound intelligence resulted in a successful campaign? Why, that’s quite possibly the “Chief Measurement Officer.” Other popular disciplines--customer experience, social, and mobile, to name a few--have spurred similar “chieftan” titles. Bottom line: CMOs could be sharing the spotlight (and possibly doing battle) with many more complementary executives. This slide show provides a peek at the crowd who could be working in tomorrow’s C-suite.
The unprecedented amount of customer information available today makes it possible to measure nearly everything with finer granularity across media channels. The CIO is typically accountable for effectively gathering and storing that data, while the CMO determines how to leverage it in the marketing organization.
However, one major gap exists: a C-level executive who understands what should be measured, why it’s important to be measured, and how having that information will impact the business. The model designed to manage big data must be built around what will drive the business, and the “Chief Measurement Officer” is the person who should have that understanding.
For more on the Chief Measurement Officer role, read: The ‘Other CMO’ And Why Every Company Needs One
From large, established multinationals such as Converse to smaller, entrepreneurial players like Trustpilot, the role of Marketing Operations Director is rapidly becoming as important in scope and responsibility as the traditional marketing director. In fact, more and more companies are separating the marketing responsibility into strategy and operations.
In these companies, the marketing strategy director is typically responsible for positioning, segmentation, branding, content, and market and customer strategies. And the marketing operations director is typically responsible for planning, processes, infrastructure, research and analysis, performance management, and budgeting. Or put in another way: Operations is responsible for the framework, strategy for the content.
For more on the Marketing Operations Director role, read: The Rise Of The Marketing Operations Director
In the past 20 years, CMOs have been required to learn a new language and manage big data that challenges every aspect of how organizations are run. Now savvy marketers recognize the valuable data and intelligence driven from digital-related marketing efforts. Add to this the addition of thousands of new generic top-level domains (gTLDs)—potentially shifting the domain name landscape forever.
The reach of digital is too broad to be housed in any existing department and warrants its own leader. For marketing executives, now is the time to get engaged in defining the Chief Digital Officer role and ensuring strategies are in synch. A few leading companies have already announced the CDO role: Microsoft, Starbucks, The Washington Post, Lincoln Financial, TOMS, and even universities such as Harvard and MIT have all restructured with a CDO.
For more on the chief digital officer role, read: How Marketers Can Shape The Chief Digital Officer Role
CMOs should think of themselves as “Chief Cognitive Officers” and use data-led insights to inject a more scientific element into their work, according to AEG Europe’s executive VP of marketing, Kimberly Kriss. Speaking at the Marketing Week Live event in late June, she applauded the shift in how marketers operate, using data-led insights to inform how they make decisions.
Such an approach has saved AEG millions in its marketing budget, Kriss said. “Your virtual boardroom should never be empty,” she said when discussing how consumers now readily give cues to marketers on the kind of products they are interested in.
For more on the Chief Cognitive Officer role, read: AEG: ‘CMOs Need To Be Rebranded Chief Cognitive Officers’
Marketing is undergoing tremendous change. Because of social media, the rapidly evolving social enterprise, and increasing amounts and complexity of information, marketers are inundated with choices, the promise of greater insight, and a constantly changing set of rules for connecting better with customers.
So what’s a marketer to do? The answer is to create a playbook and improvise as needed. But improvisation does not mean winging it. Improvising requires preparation, fluency, and knowledge–the oxymoronic “art” is in knowing when to deviate from the plan. That ability to change course is critical to marketing success in a dynamic world.
For more on the Chief Marketing Improvisation Officer role, read: Why Every CMO Must Be A Chief Marketing “Improvisation” Officer
Big data is enjoying unprecedented attention, with more than $1 billion invested in it in the past year alone. However, most enterprises grew up in an era before the importance of data was recognized, such that the part of a company responsible for collecting, storing, and extracting data is often separate from the part responsible for using the data. This structural separation makes it difficult to implement data solutions across an organization.
Enter the Chief Data Officer. Making the most of a company's data requires oversight and evangelism at the highest levels of management. Many industry pundits suggest that the most valuable thing enterprises can do now to realize the promise of big data is to appoint a CDO.
For more on the Chief Data Officer role, read: Your C-Suite Needs A Chief Data Officer
Three years ago, one social media manager said he thought the life span of his position was about two years: “Everyone is going to be social in a couple of years, and we won’t even need a social media manager anymore.” That seemed likely at the time, but things have changed.
Social media adoption in the enterprise usually begins from the bottom up, but it only gets so far. For a large organization to truly be social across all internal and external functions, top-down support from the executive suite is required. Usually that is the CEO, or even the CMO, but there is a case to be made that an overarching approach is needed for social media, and a Chief Social Officer (CSO) can provide that.
For more on the Chief Social Officer role, read: Why Your Company Needs A Chief Social Officer
Building great experiences is everyone’s responsibility and nobody’s job. Diagnosing a problem is one thing, mending it another. Since the brand, the products, and the services are intertwined, whose responsibility is it to fix the situation? How will success be measured?
In a perfect world, this would be the responsibility of the Chief Experience Officer. The CXO would react to the changing needs, expectations, and emotions of customers, working with all internal divisions to ensure the greatest possible customer experience. In this model, the customer experience would be owned by the CXO and extended and executed by the entire company.
For more on the Chief Experience Officer role, read: Who's The Chief Experience Officer?
The idea of a company having a Chief Mobility Officer isn't a new one. But as enterprises scramble these days to establish mobile strategies, having this second CMO could be a key to success, according to a new Forrester Research report.
In its findings, Forrester said business spending on mobile projects is expected to grow by 100% by 2015, and spending on mobile apps is predicted to hit $55 billion in 2016. "Mobile is one of those things that bites you from behind if you aren't paying attention," Forrester analyst Ted Schadler said.
For more on the Chief Mobile Officer role, read: Chief Mobile Officer: A Job Title Now Timely?