Key skills, traits that will help CMOs succeed in H2 2022
By Zion Rufus
Today, the role of a Chief Marketing Officer (CMO) has become so broad that it will require the expertise of a skilled and knowledgeable person to carry out the functions effectively.
CMOs and marketing teams are expected to lead, recruit, train, develop the in-house marketing team, build the brand, fuel demand, anticipate shifts in the market, provide strategic counsel to the business, conduct market researches, and stay abreast of competitor positioning amongst others.
However, following several unprecedented events in the first half of 2022 such as the Russia-Ukraine war, Global inflation, and the expected recessions, CMOs are now faced with significant pressures such as dramatic changes in consumer behavior, reduced marketing spend, and increased demand for accountability.
Marketing Director, TERRITORY Influence and member of Forbes Communications Council, Rafael Schwarz shared some: “Marketing used to traditionally be about building and establishing a brand, but as martech and adtech have grown along with a number of social channels, there are new and numerous ways to engage with consumers. CMOs and marketing teams today are expected to not only build a brand but also fuel demand, anticipate shifts in the market, provide strategic counsel to the business, drive the pipeline and more. in line with these changes, the average #CMO tenure in the United States dropped year on year to under 40 months, its shortest since 2009.”
According to Schwarz, there are five factors that can help CMOs deliver on these demands efficiently. They include: Delivery of sales growth; investing effectively in talent, content, and communication; rallying the organization behind the brand; becoming culture fit; and developing a profitable relationship with the C-Suite.
On his part, Entrepreneurial C-level executive, Christian Gieselmann advised that the team up of marketing and sales is fundamental as it involves mutually challenging, listening, sharing, developing and collaborating on the same goals.
He said: “This is more important than the “Relationship with the C-suite”. Like in soccer: if you don’t team-up on the field your relationship to the club’s management won’t help in the long run.”
Meanwhile, Marketing Director, Nigel Wright Group, Justin Barlow believes that CMOs have to have a focus on supporting/driving (sales) growth of their organisations.
He explained: “But surely having the right talent comes first. Is the Marketing function structured optimally to deliver sales and brand growth across territories? Address the structure correctly and the growth should follow. Today’s Marketing teams markets can become profit centres rather than cost centres by helping win new customers and open new markets virtually, ahead of costly ‘people on the ground locally.’ The brand reaches further as a result of sales growth activities.”
“Adding tangible value is a necessary skill for CMOs,” he added.
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