The CMO conundrum and the search for the unicorn marketer 2020 - Ciceron
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
The CMO conundrum and
the search for the unicorn
marketer
2020
1
Thank you
To 2CV our research partner and our 28 national associations
who took part in this project.
2
Contents
4 Introducing this report
8 The challenges CMOs face
12 The CMOs own perspective
16 A role in transition
18 The skills required of the future marketer
28 Expectations of the ‘unicorn marketer’
29 Having a longer term, sustainable impact
33 So what? Conclusions from the report
36 Acknowledgements
3
Introducing this report
The 2010s brought about a number of challenges to senior marketers
worldwide with the growth of digital, data, and the increased
personalisation of the consumer experience.
These demands, the what can be done to
proliferation of martech, bridge any skill gaps that
and the growing emphasis exist, and what else CMOs
on proving value, confront need to be conscious of to
marketers with the succeed into the 2020s.
dual challenge of both
creating simplicity out In partnership with 28
of complexity while also national association, global
evidencing tangible return market research agency
on investment. CMOs may 2CV, we conducted an
need to evolve as they face online survey amongst 683
the challenges that the leading marketers from
‘science’ of data brings to 31 countries around the
the ‘art’ of marketing. globe. The survey design
was further supported by
As we enter a new decade, in-depth interviews with 8
the WFA want to help leading CMOs. This report
CMOs rise to this challenge outlines the findings of
and continue to deliver our research, what CMOs
value and growth to their need to be mindful of,
businesses. We want to and how the WFA plans
understand the current to help the industry going
and future challenges forward.
today’s marketers face,
4
Survey in
numbers
We conducted
an online survey
amongst
683
leading
marketers...
...from over
30
countries
around
the globe
5
The changing role of
the CMO
There is a school of thought that the role of
the CMO is in demise.
Syl Saller CBE
The marketing press pull that most see and feel the Chief Marketing and
no punches with headlines value of marketing within Innovation Officer
like ‘The death of the CMO’ their businesses: Diageo
or ‘The sad demise of the
Chief Marketing Officer’. 82% say the role of “Marketing is highly
Indeed, data from search marketing is valued valued in Diageo, and
firm Spencer Stuart shows in their business sometimes people say
that whilst 70 per cent of (54% say highly that’s inherent in the fact
Fortune 500 Companies valued) we are a consumer good
had a CMO in 2019, this is company. It’s not – we
down from 74% ten years 92% agree that have to prove ourselves
earlier1. Whilst a small marketing is vital to just like any other
decline, it is a decline, the success of their marketing team, and we
nonetheless. But how do do that by speaking the
business.
CMOs themselves feel; language of growth and
do they still see a role return, not comms and
for marketing and is this budgets. By being highly
shared by the rest of the commercial yet bringing
the consumer insight
C-Suite?
and flair that makes the
difference to growth.”
Our survey amongst nearly
700 senior marketers
across the globe highlights
1Ad Age - ‘Why more brands are ditching the CMO position’
6
Marketer with 10-20 However, one in five also the business. One study
years’ experience, agree that the role of the shows that 71% of C-suite
Automotive, CMO won’t exist in 10 years’ marketers complain that
Philippines time. This is not a question there is a ‘lack of board-
of semantics - the demise level understanding of
of the CMO in name only, the marketing function’s
“Ultimate decision but a genuine sense of contribution to business
makers do not put existential threat felt by a performance’, while only
as much value with significant proportion of 40% of the rest of the
marketing believing that senior marketers. C-suite agree3. CMOs
one cannot realistically have a longer term focus,
measure ROI on activities. Afterall, CMOs don’t believe more in culture
Almost all efforts are typically survive in their and purpose as a key
focused on sales building
role as long as other strategic priority, and think
activities through
C-Suite execs2. There is a marketing has an influence
traditional exposure and
fear that, unless marketing on business performance
do not see the value of
is better understood and and growth more than
adding value to the brand
through marketing.” its impact felt across their executive colleagues4.
the business, then the
CMOs position is in future So, what’s driving this
jeopardy. gulf in perceptions? What
challenges do CMOs face
For many, there is a clear now and in the future?
disconnect between More importantly, how can
marketing and the rest of they overcome them?
2DAN – CMO Survey
3The Economist: “Wanted: CMOs with 2020 Vision”
4The Economist: “Wanted: CMOs with 2020 Vision” 7
The challenges CMOs face
The narrative around the demise of the CMO was shaped by the IMD
professor, Dominique Turpin, in an incendiary, 2012 article5.
His original justifications for this position The fire Turpin started has continued
were threefold: CMOs have too great a to rage ever since, with the challenges
focus on comms/PR and not on driving facing the CMOs growing ever greater.
value for the customer; the growth of CGO It seems the one constant in the world
and CCO roles and the greater influence of marketers, is change. With new
of the CFO; and the struggle to measure challenges to navigate daily, some see
and prove the ROI of marketing. them as insurmountable, while others
may see them as exciting opportunities.
We have categorised
these challenges into
three areas:
1. Economic pressures
The need to do more with less
2. Technological demands
The need to stay up to speed
3. High consumer
expectations
Brand purpose and changing
consumer demand
5https://www.forbes.com/sites/onmarketing/2012/10/03/
the-cmo-is-dead/#63aa46877bca
8
1. Economic pressures
The need to do more with less
Marketer with 20-
30 years experience,
FMCG, UK
Slow economic growth squeezed and so struggle
and the ongoing pressure to be as effective as they
to justify spend based on would like. “Emphasis has moved
economic uncertainty has to short term results
shifted focus for many Meaning, they are so longer term brand
businesses to short-term, expected to achieve more building is harder and
sales uplifts. In this context, with fewer resources, harder to get buy-
in…. the short term
marketing budgets whilst not being
activation is highly
are often the first to be incentivised to deliver long
valued…”
reduced, and resources are term growth.
allocated to other areas of
the business perceived to Any impact also needs to
have a more direct impact be proven to the board,
on the bottom line. particularly, as Jim Stengel
alludes to, the CFO:
This hasn’t been helped
by the misconception “If they [CMOs] can’t
that digital channels allow present what drives
marketing activities to be engagement in a
equally effective as more compelling way to the
traditional media, but CFO then they won’t pay
at much lower cost6. In attention.”7
this context, many senior
marketers we spoke to say
their budgets are being
6
Preread Growth CMO
7The Economist – Six Visionaries Speak
9
2. Technological demands
The need to stay up to speed
Raja Rajamannar
Marketers now need to be of marketers gone by; Chief Marketing &
more agile and responsive in essence, the ‘art’ of Communications Officer
to the demand for short- marketing is under threat and President Healthcare
term impact. This need from the ‘science’ of data. Mastercard
and the abundance of data There is a skills gap that
from digital channels have needs to be met. CMOs “The CMO role is under
not always been met with are expected to be more a major threat across
the same measure of skill generalist, whilst their the industry. And I keep
to demonstrate impact. teams need to be more calling it existential
specialised. threat. Most of the
Technical skills are CMOs have come from
increasingly needed the creative side of
over the creative abilities the companies, out
of the creative side
of the function. And
marketing is getting
increasingly accountable
for demonstrating the
results in a credible,
quantifiable fashion.
Marketing is becoming
data driven. Marketing is
being technology driven.
And these are not default
areas of the classical
marketers, in most of
the cases”
103. High consumer
expectations
Brand purpose and changing
consumer demand Roel De Vries
SVP, Global Marketing,
Customer Experience
With all this pressure, want the products and
and Brand Strategy
CMOs are increasingly services they use to be Nissan
expected to deliver authentic, inclusive and
on brand purpose – sustainable, all whilst
“In the last 10 years,
communicating to brands look after their and probably also in
consumers why a brand customers data ethically. the coming years, the
should exist in the world world of the consumer
beyond shareholder value. The need for brands to is becoming much more
However, this is often a be truly customer centric integrated and simpler.
longer-term strategy that and meet the ever-rising You can get everything
few CMOs are given the consumer expectations is you need, you want, in
time for and one that only further complicated a very easy way. But
doesn’t meet the short- by technology. The the expectation of the
term ROI objectives of the customer experience consumer is exactly
board and shareholders. is simpler and more that; and to deliver that
Consumers are equally personalized than ever, is dramatically complex
for us. So, our world
demanding in this regard. whilst delivering this is
has become a lot more
Consumer expectations more and more complex.
complex, whereas the
of brands go beyond CMOs are expected to
world of our consumers,
functional elements shape trends and lead
has become much
of delivering a high- market changes, while also simpler”
quality product and great meeting consumer needs
customer experience. within this.
Increasingly, consumers
11The CMOs own
perspective
All of these challenges
point to a need for CMOs
to adapt both their skills
and mindsets, but there
is perhaps also a call for
greater respect and more
realistic expectations from
others across their business.
Our data clearly suggests that
longer term, strategic, brand
building mindset is still valued by
marketers but, as we’ve seen, this
is perhaps at odds with how their
businesses increasingly operate.
Which of the following are more important?
Long term growth Short term growth
85% 15%
Brand building Sales & Profits
63% 37%
Showing % who say each is important
12More experienced marketing strategy to They juggle
marketers still value data ethics. This number
fundamental marketing unsurprisingly increases
multiple
skills over new digital with experience; those with priorities and
marketing skills, but, as over ten years’ experience skills, and this
one study shows, C-suite average 9.5 responsibilities
marketers are more likely versus 4.5 for those with
is set to get
than their colleagues to under five years under even more
describe both marketing their belts. demanding.
and sales as having a
short-term focus8. This
indicates that marketers
are already compromising
on their ideals to meet
the demands from their
businesses for short term
impact.
What is without doubt
is that CMOs recognise
that their role is very
diverse. They juggle
multiple priorities and
skills, and this is set to get
even more demanding.
Of the near 700 senior
marketers we spoke to,
the average marketer said
their role encompassed
9 of 16 responsibilities
asked about, ranging from
The Economist – CMO White Paper
8
13Which of the following are currently part of your role?
Marketing strategy 79%
People management/leadership 66%
Brand purpose 66%
Consumer insight 63%
Digital marketing tech and platforms 62%
Creative strategy 60%
Business growth/development/strategy 58%
Data analytics 54%
Innovation 53%
Customer experience/centricity 51%
Return on investment & performance management 51%
Sales growth 47%
Public relations 42%
Customer retention 38%
Sustainability 37%
Data ethics 35%
14And there is no sign of things relenting. The majority feel that most areas will be more
important to their role in 5 years’ time.
Our survey data also supports Turpin’s hypothesis that things are moving towards
customer centricity based on data insight, while marketing strategy, PR and pure
sales growth take a back seat. Sustainability is the area seen to be most likely to grow
in importance, followed by digital marketing tech and platforms, data ethics and
analytics, customer experience/centricity and innovation. This is true across the board
of different marketer profiles, regardless of market they are responsible for, industry
they operate in or years of experience.
Will these responsibilities be more, less or just as important to your role in 5 yrs time?
Sustainability 80% 20%
Digital marketing tech and platforms 77% 20% 3%
Data ethics 74% 24% 2%
Data analytics 73% 26% 1%
Customer experience/centricity 72% 26% 2%
Innovation 68% 31% 2%
Brand purpose 65% 32% 3%
Consumer insight 65% 34% 1%
People management/leadership 61% 38% 2%
Customer retention 55% 41% 4%
Business growth/development/strategy 50% 49% 1%
Creative strategy 48% 49% 3%
Return on investment and performance management 45% 51% 4%
Marketing strategy 44% 54% 2%
Public relations 32% 55% 12%
Sales growth 32% 65% 3%
15A role in transition
In sum, the role of the CMO is not dying, but in
transition. The marketing function has grown
beyond its traditional role. Some even suggest
the CMOs role has grown beyond the capacity
of one individual.
However, the traditional 76% agree being
mindset and beliefs customer led is
of marketers persist, more important
that longer term, brand than being
building and purpose product led
are still the underlying
62% agree being
essence to the role,
data led is more
that marketing is about
important than
creating value for their
being 38%
customers as much as
creative led
for their business and,
as such, encompasses,
as Regis McKenna put
‘everything’. But the shift
towards customer and
data centricity cannot
be ignored. The art of
marketing is becoming
more of a science and
marketers need to adapt.
The marketers we spoke to
recognise this change:
16This does not mean a fundamental shift in what the
CMO and their team are trying to achieve, but rather a
reappraisal of the approaches and tools they use.
Marketer
with 20-30 years’
Technology, data and insight, should support traditional
experience, FMCG, Turkey
creative methods in providing value to customers,
through collaboration with the wider business. The art of
marketing should not be lost at the expense of bringing “The marketing
the science in, the art is how it’s interpreted into building department will not die.
better relationships with the customer. It will evolve to have new
skills, but brands will still
be the key for companies
who aim for long term
growth.”
Ivan Pollard
SVP, Global Chief
Marketing Officer
General Mills
“I want the art and the
science of understanding
the consumer.”
17Roel De Vries
SVP, Global Marketing,
Customer Experience and
Brand Strategy, Nissan
“[The] obvious skill gap
Adapt or die we have is around the
data, the technology,
The skills required of the maybe business
understanding, so,
future marketer financials and data…we
need to be really close to
We have seen that the role our senior marketers is our consumers and we
of the CMO is becoming that, nowadays, general need to be able to use the
more challenging, more business acumen and data, use the insights, to
demanding, and more entrepreneurialism, are change the creative, to
varied. So, what does this more important than just change media allocation,
mean for the marketer of understanding traditional to change the way we do
the future, what new skills marketing fundamentals. things”
are required and where Here we look at the
are the biggest skills gaps technical and softer skills
currently? deemed important to
succeed in marketing in
The consensus amongst the years to come.
18Balancing Tech
Practises with
Marketing Theory
In terms of technical competencies, data,
martech and insight skills are in demand.
More seasoned, as well as nationally-
focused, senior marketers still place
value on and maintain the importance of
fundamental marketing fundamentals.
85% agree that a
high level of data How important do you
analytics and think the following skills Market understanding
insight generation are for someone working 88%
Digital marketing
in marketing today? 87%
are important for
someone working Data & insight
85%
in marketing today Cultural sensitivity 80%
87% agree a high- Business acumen 78%
level understanding Entrepreneurialism 75%
of digital marketing A global mindset 71%
tech and new Marketing fundamentals 67%
platforms is also Sales experience
important. Academic
44%
achievement
31%
19Raja Rajamannar
Chief Marketing &
Communications Officer
and President Healthcare
Mastercard
“Today’s CMO, or even
tomorrow’s CMO, even
In this context, academic them to better understand
more, I think, has to be
achievement (which the current CMO role,
really a general manager
focuses heavily on theory) and offering internships
who understands the
is relatively less valued. This on projects with
business clearly, who
understands how shift has already prompted significant and real-world
to connect the dots universities to adapt, with implications10.
between the actions some now attempting
of marketing and to balance fundamental What’s clear is that future
the outcomes for the marketing theory with real- marketers need to be able
business very clearly. So, world practise initiatives in to balance theory with
you’re looking for general order to better prepare the practise. They need to have
managers who have marketers of the future9. the technical, data and
got a deep expertise in In other examples, CMOs martech skills, but also the
marketing, as opposed are collaborating with know-how to use them
to marketing specialist, academia to provide more in fulfilling the traditional
who are really not doing a relevant training, including marketing role.
good job.”
having professors shadow
9Marketing Week article https://www.marketingweek.com/universities-combining-marketing-theory-with-practice/
10Marketing Week article https://www.marketingweek.com/mastercard-existential-crisis-CMOs/
20People Skills for a People-
Centric Role
A more generalist role also Further emphasis on
Spencer Lee requires a range of softer empathy and cultural
CEO, Air Asia BIG Loyalty skills. Our senior marketers sensitivity highlight that
see an extremely wide broad, people skills are
“I always tell my team host of personality traits essential to marketers
“sometimes we have and capabilities as key who must increasingly
to learn to be human to keeping up with the understand the customer
being first, before we evolution of the marketing and collaborate with other
do business”. It means role. In fact, all traits we colleagues in the business.
to be human means, measured were valued Even with a rising demand
you have to be humble, highly, passion is desired as for data skills, leadership,
respectful, transparent, much as curiosity, flexibility curiosity, and passion are
have a good heart.” as much as innovation. still valued more than
intuition and logic.
How important do you think the following personal
skills are for someone working in marketing today?
91% 91% 91% 91%
88% 88% 88%
87%
86% 86% 86%
81%
77%
Intuition Logic Efficiency Empathy Creativity Leadership Innovation Courage Ethics Curiosity Energy Passion Flexibility
21Roel De Vries
SVP, Global Marketing,
Customer Experience and
Brand Strategy, Nissan
“We are going to struggle
to find people who have
[data analytic] skill, and Current performance and
still understand how you
build a brand and still skills gaps
understand how you
engage with consumers When asked how their own teams perform on
and still understand how these key competencies and capabilities, our
you manage creative senior marketers highlight several areas that
processes we need to need addressing.
create a new culture,
They rate their teams highly on understanding of
new structures, new
mindsets from within the digital marketing tech and new platforms, but data
organisation” analytics and insight generation perform relatively
below average given its stated importance. They also
feel their teams currently underperform on general
business acumen, leadership and entrepreneurialism
despite the importance of these skills.
22Technical Skills – Gaps to bridge
Important but Important and
currently underperform performing well
High level
understanding of High level understanding
data analytics and of digital marketing tech Market/competitor
insight generation and new platforms understanding
General business acumen
LEVEL OF IMPORTANCE
beyond marketing Cultural sensitivity
Entrepreneurialism
Global mindset
High level understanding
of traditional marketing
fundamentals
Sales experience
High academic
achievement
Less important but Less important but
underperforming performing well
PERCEIVED CURRENT PERFORMANCE
23The value of softer skills
Important but Important and
currently underperform performing well
LEVEL OF IMPORTANCE
Curiosity Flexibility Passion
Innovation Courage Ethics
Energy
Leadership
Creativity Empathy
Efficiency
Logic
Intuition
Less important but Less important but
underperforming performing well
PERCEIVED CURRENT PERFORMANCE
24Regional differences
Marketers are not the same the world over – we need to think globally, but
acknowledge market differences.
European
marketers valued In the Middle
short-term growth East and Africa
and sales more leadership, digital
than other regions skills and innovation
Areas of focus Areas of focus
• A high-level understanding • Entrepreneurialism
of data analytics and insight
generation
• General business acumen
beyond marketing e.g. finance
• Entrepreneurialism Asia, usually known for
• Courage a thirst for knowledge,
put less importance on
The Americas over-indexed a breadth of skills
against brand purpose and Areas of focus
collaboration • A high-level understanding of data
analytics and insight generation
Areas of focus
• General business acumen beyond
• A high-level understanding of data marketing e.g. finance
analytics and insight generation • Entrepreneurialism
• A high-level understanding of digital • Innovation
marketing tech and new platforms
• Leadership
• General business acumen beyond
marketing e.g. finance • Courage
• A global mindset
• Entrepreneurialism
• Curiosity
• Efficiency
• Creativity
25Some of these skills may More is also needed to
develop with time, but is improve diversity and
there more the industry inclusivity, both of people
could be doing to find and ideas. Fortunately,
or develop more well- this is something that our
Spencer Lee
rounded marketers? Our senior marketers value.
CEO, Air Asia BIG Loyalty
data also shows that, Ninety-three per cent
perceived performance agree that welcoming the
“Diversity drives business”
on ongoing training and ideas of all team members
development is below the no matter their seniority
expected average. More and cultural background
investment in this area is important, and 86%
is likely needed to meet agree on the importance
the challenge of shaping of having a team with a
future marketers in the range of backgrounds and
desired mould. It will expertise.
also fall to the CMOs to Ivan Pollard
manage their teams and SVP, Global Chief
inspire others to perform Marketing Officer
as needed. General Mills
“We have to start
embracing the whole of
diversity as diversity of
thinking; you get better
ideas where people see
the same thing from a
different viewpoint. [If]
everybody’s looking at
the same thing in the
same way, you won’t find
something new”
26Ivan Pollard
SVP, Global Chief
Marketing Officer
General Mills
“Diversity and inclusion…
Yes. Great having the
people on your team, but
if you don’t allow them
to play, you don’t score
more goals. How do we
make sure that we have
people’s kind of training
To what extent diversity and inclusivity are being
taken into account in
incorporated, however, is a different question. Often,
order to enable their
voice to be heard qualities and abilities tend to be overestimated (known
and their ideas to be as illusory superiority11), and the high ratings marketers
absorbed? And it doesn’t have given themselves could reflect an overestimation
mean that those ideas of reality. Indeed, a recent UK study highlighted both
will win. But if you don’t the relative lack of diversity of those within advertising
mix them into the pot, and the effect that has on unconscious bias12. To
you won’t get differential be truly influential both in a collaborative working
ideas.” environment and with a range of audiences, more
needs to be done this decade than paying lip service to
these themes.
11Oxford reference https://www.oxfordreference.com/view/10.1093/oi/authority.20110810105237549
12Trinity Mirror Solutions White Paper – Why we shouldn’t trust our gut instinct
27In search of the ‘unicorn marketer’
Thus, the ideal marketer is expected to be a ‘Da Vinci in aggregate’13,
combining the strengths of both ‘left’ and ‘right-brained’ individuals
into one that can interpret data into insight, marketing messages and
growth. They need to be:
Diverse, inclusive
and collaborative
Technical and logical, whilst
also empathetic and ethical
Possessing strong leadership
skills yet entrepreneurial
Experts in marketing, but with
general business acumen
Both data literate
and creative
It’s questionable whether this ‘unicorn marketer’ exists. It’s unrealistic to expect
an individual to have this complete skillset or to be an expert in all these areas.
With the changing role of the CMO and marketing more broadly, it will be up to
senior marketers to build a wider team from which they can call on these expertise
collectively and find a way to work together and deliver sustainable excellence.
Ultimately, the whole is greater than the sum of its parts.
13The Economist – Six Visionaries Speak – Aditya Joshi
28Having a longer term,
sustainable, impact
Once the foundations of of younger marketers.
a good team have been Despite this prevailing
laid, senior marketers have sense of purpose, only:
the power to influence not
only the direction of their 62% agree that
own businesses but also collaboration
encourage positive change with the wider
in their customers and industry is
wider society. Leveraging important.
the new skills required to 91% placing
enable sustainable, long- significance on
term growth, the potential collaboration with
for real change is not out the rest of their
of reach. business.
Most senior marketers While the importance of
clearly feel a sense working together with
of duty beyond their those around them is
everyday role. In fact, 84% understood, this points
think marketing should to a tendency towards
transcend business goals introspection within
and have a positive impact marketers. Indeed, much
on wider society. Another has already been written
half agree that brand about the unconscious
purpose is more important bias of advertisers and
than profit, even if this marketers who operate
remains more the preserve within their own bubble.
29To reassert the role and decision making and
value to the business of works in full collaboration
the CMO, influence is with other areas.”
important. As Barta &
Barwise claim, “your power And some of CMOs are
lies in the space where already on top of this:
customer and company
needs overlap14.” Listening
to and understanding a
range of perspectives,
both those of colleagues Aditya Joshi
and consumers, can Customer Strategy
only build the ability to and Marketing
Spencer Lee
influence. Ignoring wider CEO, Air Asia BIG Loyalty Bain & Company
collaboration or the
learnings of academia is “We have the right “Yes, CMOs will have a lot
risky. In fact, our senior attitude in the sense more responsibility. Their
marketers themselves that we’re constantly visibility, their profile, the
recognise that, to feel out there, learning with profile of the marketing
valued, they need to feel our industry partners. organisation – all are going
like they collaborate well We are big believers to increase. Some of the
with other units of the in collaboration with roles will change too. But
business. industry players.” it’s going to be critical for
marketing to collaborate
One marketing VP in the As this cannot be said and be explicit about how
Media & Entertainment for all senior marketers, to make big decisions
sector feels highly valued more needs to be done across boundaries”15
precisely because: to ensure sufficient
collaboration occurs across
“Marketing is at the center the industry.
of most of the company’s
14The 12 Powers of the Marketing Leader - Thomas Barta & Patrick Barwise
15The Economist – Six Visionaries Speak
30Fortunately, as we have
already seen, diversity and
inclusivity of both people
and ideas is something
that our senior marketers
value, despite being a little
overplayed at present. Also
overplayed perhaps is the
theme of sustainability.
Three quarters of the
Gerhard Fourie
senior marketers we spoke
Director of Marketing
to believe their business
and Brand Strategy,
is truly committed
Aston Martin
to environmental
sustainability, and it is
“Customers want to considered by 80% to be
relate with brands and the one area of their role
organisations differently. that will grow most in
There is a definite
importance over the next
expectation that you
5 years. This is despite it
should do more than just
currently being towards
tick the boxes of what it
the bottom of their list of
means to be a responsible
corporate citizen; they stated responsibilities.
expect more authenticity
and greater accessibility – This shift is in part driven
it is much more personal” by consumers putting
companies under
the microscope to an
unprecedented degree,
and their expectations
have never been greater.
31Indeed, a survey by be the hero and make a
Futerra found that 88% difference themselves.
of consumers want
brands to step up on Some senior marketers
sustainable lifestyles and believe the onus falls on
help them improve their big corporations to step in
environmental and social where politics are limited Marketer
footprint in daily life16. – solving the challenges with 20-30 years’
‘Greenwashing’ campaigns currently facing the world experience, FMCG, US
or just talking about and society through
values, aren’t sufficient– drawing on their own
“For all the challenges
the key to demonstrating power and reach; looking
facing the world and
true sustainability is beyond to analyse society at the moment,
helping the consumer how this social impact governments will not
ultimately plays out. solve it, the way politics
are going. The only
As with all similar themes people who have the
like brand purpose, power, they don’t have
authenticity, and diversity, the responsibility to
many marketers feel a be fair, but they have
moral imperative to take the power to solve it
the lead on sustainability. and actually are big
Fernando Machado corporations”
However, they will be
Global Chief Marketing
unable to do so alone. Only
Officer, Burger King
by putting the right teams
in place, being more
“We need less talk about
collaborative, and having
the change we need, and
a more global outlook will
talk about the change
CMOs gain the support
you did for real which had
and time they need to
an impact out there... You
need to do it first.” focus on these big issues.
16Futerra survey – taken from Forbes article https://www.
forbes.com/sites/solitairetownsend/2018/11/21/consumers-
want-you-to-help-them-make-a-difference/ 32So what?
The conclusions of the effectively collaborate The best marketers
Marketer of the Future with other functions and tell us that managing
project demonstrate the bridge the marketing these balancing acts
need for marketers’ skillset team to the rest of the while staying on top of
to shift. What could once business. They will need the growing number of
be achieved by a single to develop an innovative complex issues in their
marketer, or a group of cocktail of ‘hard left-brain’ remit is tough. But they
marketers with a similar and ‘soft right brain’ also tell us that on both
DNA, is no longer enough. competencies. Critically, process and content they
they will need to be able have a great deal to learn
The existence of the to lead diverse teams who from their peers.
‘unicorn marketer’, as its boast collaborative skills
name might suggest, is to ensure they effectively
probably fanciful. Given work together.
CMOs’ ever-expanding
remits and the importance
of blending very distinct
skills, the focus for the
CMO of the future is
perhaps less about the
individual themselves as
about how to effectively
lead a multi-faceted team.
The research tells us
that an effective CMO
will have business and
financial know-how to
33That is why, with their help, we have developed the WFA Better Marketing
Framework which taps into the collective intelligence of our global industry and
outlines five areas of particular importance for CMOs and their teams to address.
Principle
Driven Growth
Syl Saller CBE
Marketing that effectively
Chief Marketing and delivers profitable growth
Innovation Officer Diageo for business and better
value for society.
Risk and Optimised
“I think the WFA Framework
Reputation Organisation
for Better Marketing will Developing a strategic Global Marketing
help resolve some of the vision to help future proff structure and
the organiation. Helping competencies,
paradoxes marketers face to define coporate developing winning
today. The focus on principle responsibilities and talent and succesful
proportionate regulation. agency partnerships.
driven leadership, data for
good, risk and reputation, People
and above all, people-centric Centric
leadership is what will help us
navigate these stormy waters,
and ensure we empower Good Future of
ourselves as the leaders of Data Marketing
Driving the evolution Thought leadership and
short, medium and long term
of a sustainable data practical perspectives on
growth. We must collaborate ecosystem. Building the evolving landscape.
consumer trust to enable Includes tech, digital
cross industry with each other effective connections. Data platforms, measurement
and share our learnings in compliance and regulation. and new standards.
order to ensure we are seen
as the engine of growth in
our companies. The WFA is
an important enabler of this
change.” WFA’s Better Marketing Framework
34Here are a few Optimised organisations. As the results of our study
show, the need to enhance marketing leadership
of the initiatives capabilities is universal and global. However, the
WFA will be region which demonstrated the highest thirst
for knowledge was Asia-Pacific. That is why, with
focusing on the support of our CMOs – including Mastercard’s
which link CMCO and WFA President, Raja Rajamannar - WFA
is developing a new capability offering focused on
back to the
marketing leadership, which is being piloted in
conclusions of Singapore in 2020.
this report:
Risk and reputation. In 2019, WFA established the
Global Alliance for Responsible Media. A cross-
industry coalition of brand owners, agencies,
publishers and platforms addressing harmful and
misleading media environments. Together we
are developing actions, processes and protocols
to protect brands and wider society. GARM’s
collaboration has already resulted in it becoming a
flagship project of the World Economic Forum.
Principle driven growth. With the support of WFA’s
network of national advertisers, who made the
Marketer of the Future project possible, our next
global project will seek to address the question of
whether marketing is at odds with sustainability
and the role that marketing can play in taking
the lead on issues relating to climate change and
environmental sustainability.
35About 2CV
Global Consumer Insights .
London. Los Angeles. Singapore.
Successfully pushing the Our work is as varied as our For further
boundaries of traditional experience; from helping information contact:
research methods and clients get to know and
challenging client briefs understand their audience, Antonia Cheese
since 1989. Together with our building effective brand and Global Business Development Director
clients, we have navigated the communication strategies or Antonia.Cheese@2cv.com
increasingly complex world and creating new products that
www.2cv.com
have global offices in the UK, meet consumer needs.
USA and Asia. We bring decades
of experience, knowledge Our expert Creative team
and leading edge thinking to ensure all outputs bring our
everything we do. insights to life, from information
design to videos, podcasts
Our multi disciplinary teams and documentaries. We
are consumer experts, with make insights easy to embed
knowledge and passion across across businesses to drive
three core specialisms: understanding, unlock growth
and inspire change.
Life & Style
Giving brands meaning in
people’s lives
Technology & Entertainment
Understanding disruptive
moments and technologies
Social
Giving people a voice to spark
meaningful change
36About WFA
The WFA (World Federation of For further
Advertisers) makes marketing information contact:
better by championing more
effective and sustainable Robert Dreblow
marketing communications. Global Head of Marketing Services
It is the voice of marketers R.Dreblow@wfanet.org
worldwide, representing
www.wfanet.org
90% of global marketing
communications spend –
roughly US$900 billion per
annum.
WFA connects the world’s
biggest brand owners and
national advertiser associations
in more than 60 markets,
bringing together tens of
thousands of brands at local
level. Together, they create a
global network which offers a
unique source of leadership,
expertise and inspiration.
37Sources and Accreditations
Thank you to all the brands that took part in this research.
Third party brands used in this presentation are the property of their respective
owners, and are used here for informational purposes only. The use of such brands
should not be viewed as an endorsement, affiliation or sponsorship by or for 2CV, or
WFA or any of their respective products/services.
Thanks to the teams at 2CV, WFA and Scriberia for designing bespoke images,
graphics and photos for this report. Copyrights of these images belongs to them.
Note: All WFA materials are reviewed by Hogan Lovells International LLP, our competition lawyers
WFA Competition law compliance policy:
The purpose of the WFA is to represent the interests of advertisers and to act as a forum for legitimate contacts between members of the advertising industry. It is
obviously the policy of the WFA that it will not be used by any company to further any anti-competitive or collusive conduct, or to engage in other activities that could
violate any antitrust or competition law, regulation, rule or directives of any country or otherwise impair full and fair competition. The WFA carries out regular checks to
make sure that this policy is being strictly adhered to.
As a condition of membership, members of the WFA acknowledge that their membership of the WFA is subject to the competition law rules and they agree to comply
fully with those laws. Members agree that they will not use the WFA, directly or indirectly, (a) to reach or attempt to reach agreements or understandings with one or more
of their competitors, (b) to obtain or attempt to obtain, or exchange or attempt to exchange, confidential or proprietary information regarding any other company other
than in the context of a bona fide business or (c) to further any anti-competitive or collusive conduct, or to engage in other activities that could violate any antitrust or
competition law, regulation, rule or directives of any country or otherwise.
3839
You can also read
