Marketers have traditionally been very “right brained”, using their creative capabilities to great effect in communication strategies with external marketplaces. But now times have changed. For those interested in the CEO’s job, they will need to compliment this traditional ‘right brain” understanding of creativity and communications, with a much deeper “left brain” understanding of metrics, analytics and measurement of performance. So what might we do differently? Here are my four key suggestions for those looking to transition beyond marketing and down the corridor to the CEO’s office.

1. As appeared in... www.financialstandard.com.au
The passage to Chief marketing officers must tap
into their “left brain” thinking if they
the CEO’s office want to move into a chief executive
role, writes PAUL NELSON.
– veer “left”
Marketers have traditionally been very ed effect. Specialist tools exist today knowledge of the customer providing
“right brained”, using their creative that enable marketers to do just that. a reliable voice of that customer to the
capabilities to great effect in communi- organisation.
That is not to say that soft metrics like
cation strategies with external market-
brand awareness, impressions, organ- The CMO is in a unique position to
places. But now times have changed.
ic search rankings, satisfaction, and champion (top down) the shift of con-
For those interested in the CEO’s job,
the like are not important – they clearly sumer trust throughout the organisa-
they will need to compliment this tra-
are. But only to the extent that they tion to drive a customer-focused busi-
ditional ‘right brain” understanding of
eventually connect in a quantifiable ness strategy.
creativity and communications, with a
way to hard metrics like incremental
much deeper “left brain” understand- 3. Understand, embrace and
sales revenue and profit.
ing of metrics, analytics and measure- leverage new media
ment of performance. By speaking the same quantitative lan-
Ambitious CMOs will also leverage a
guage as the CEO and CFO, CMOs will
So what might we do differently? range of resources, including social com-
better communicate marketing’s true
Here are my four key suggestions puting and Web 2.0 tools, that enable a
value and overall impact.
for those looking to transition beyond two-way dialogue with customers to in-
marketing and down the corridor to 2. Be the subject matter expert as crease their customer understanding.
the CEO’s office. it relates to yesterday’s, today’s also be critical as will the appropriate
While today’s CMO’s currently rank da-
and tomorrow’s customer. resourcing across the marketing team
1. Obtain a defined and measured ta-collecting tactics such as research,
return on your marketing itself. CMOs must also expect a new
Marketing has been described as a measurement, and analytics as the
investment level of partnership from their advertis-
“customer contact sport” and astute tools for marketing success, tomor-
ing agencies and marketing supplier
CMOs are pushing their organisations row’s CMO’s will also leverage social
Finding ways to accurately measure re- communities. Pushing them to balance
on every front to gain sustained expo- computing/Web 2.0, applications such
turn on investment remains a challeng- opposing forces of creativity and account-
sure to what their customers are think- as blogs, social networking sites, wikis,
ing issue for many CMOs, but one that ability is a challenge they must learn to
ing and doing. etc. that allow customers to influence
must be mastered if we are to retain relish if relationships are to be sustained.
others about a brand or product.
and grow appropriate levels of invest- Strengthening their knowledge of cus- Best practice measurement tools to
ment in our products and brands. tomer-driven design techniques and Marketing is now about conversations. manage these relationships (and keep
customer community development And media, specifically digital media, the parties “married”) can assist here.
Today, marketers must be able to cor-
will empower today’s CMO. Methods make those conversations possible.
relate a direct impact on marketing The final point relates to embracing
such as ethnography (including live in’s Demonstrating business benefit and
expenditure and then forecast and pre- this change and accepting this as the
with consumers), competitive context leveraging this understanding is es-
dict leads, pipeline, and revenue with new “normal”. Irrespective of how
and online customer communities en- sential for today’s CMO.
confidence. business conditions change, market-
able marketers to create products mo-
4. Move beyond your traditional ing should see this as an opportunity
With the revenue forecast in place, se- tivated by first-hand, substantiated —
marketing expertise and think to create a new marketing paradigm
nior marketers must also make a hard and not assumed — customer needs.
like a business owner beyond merely functional to overall
business case for the resources they
CMOs who harness these tools will business leadership.
need to deliver on those forecasts. In When hiring CMOs, CEOs frequently
advance their customer-centric com-
business-to-business markets, this re- look for a business partner: someone
petencies and improve their personal
quires knowing what it takes – in mon- who has a track record of successfully
ey, time, and effort – to acquire quali- growing businesses and someone who
fied leads and nurture those leads until has a keen customer driven insight into
they are ready to talk with sales. opportunities the business can exploit.
In consumer markets, today’s market-
“By understanding
CEOs are looking for people who un-
ers that also use this type of rigorous the marginal return derstand how to differentiate in the
methodology to determine marketing marketplace in such a way that com-
spending so they are able to make, of incremental petitors are hard pressed to keep up
justify and defend their budgets. If the spending, the CMO or make up the gap. As a small busi-
CEO wants to cut marketing spending ness leader myself who has come from
by 10 per cent, the CMO needs to be can justify a larger large corporate environments, I don’t
able to specify exactly what impact that budget and know underestimate the change of thinking
will have on next quarter’s revenue. required here, but it will pay dividends.
exactly where to PAUL NELSON established
The reverse is also true. By understand- In summary, tomorrow’s CMOs will BrandMatters seven years ago
ing the marginal return of incremental put the extra funds proactively engage and endorse some after a successful and senior career
spending, the CMO can justify a larger
budget and know exactly where to put
and with what of the actions and suggestions out- in marketing with organisations
lined above. Leveraging the best from including AMP, Tip Top Bakeries
the extra funds and with what predict- predicted effect.” marketing community suppliers will and McDonald’s Family Restaurants.