At a recent BMA panel, we asked growth CMOs about the attributes that a recent study by SAP, Human 1.0 and The CMO Club found are essential to build effective organizations of the future. To learn more, visit growthmarketer.org.

1. THE DNA OF A
GROWTH MARKETER
GROWTHMARKETER.ORG

2. THE DNA OF A GROWTH MARKETER
2014 BMA Panel Session
Madhur Aggarwal
Vice President, Marketing
Strategy and Growth Initiatives
Office of the CMO, SAP
Missy Altergott
Senior Director,
Corporate Marketing
Level 3 Communications
Lisa Armstrong
VP, Marketing and Branding
Pentair
Mark Rentschler
Head of Marketing, Americas
Makino
Watch the full session here
Adryanna Sutherland
President, Cincinnati Office
gyro

3. THE DNA OF A GROWTH MARKETER
“For today’s growth marketer, having
deeper awareness and understanding of
his or her leadership style and skillsets is
vital to leveraging strengths and building
capabilities in order to meet the new
demands on our profession”
Adryanna Sutherland
President, Cincinnati Office
gyro

4. THE DNA OF A GROWTH MARKETER
At a recent BMA panel, we asked growth CMOs about the
attributes that a recent study by SAP, Human 1.0 and The CMO
Club found are essential to build effective organizations of the
future.
• Building an engaged marketing culture that engenders success
• Developing adaptive marketing capabilities
• Focusing on outcome-driven execution

5. What is a Growth CMO?
• Champions the end-to-end experience
• Adopts and promotes data insights
• Drives business outcomes
TALENT
Attracts and retains
valuable employees;
develops storytelling skills.
9%ONLY 9% DELIVER CONSISTENT ONLINE
AND OFFLINE CUSTOMER EXPERIENCES.
CAPABILITIES
MEASUREMENT
Defines metrics and develops
infrastructure to provide findings
to the right audiences.
AGILITY
Accesses information in real
time and adjusts accordingly,
focusing on and organizing
toward priorities.
72%
ADJUST THEIR
MARKETING PLANS
REGULARLY IN RESPONSE
TO CUSTOMER DATA.
SEEK TO INCREASE
CUSTOMER LOYALTY
BY IMPROVING
THE CUSTOMER
EXPERIENCE
OUTCOMES
CUSTOMER ENGAGEMENT
Owns customer experience, able to
understand consumers as the first
step toward future engagement and
customer interaction.
OMNICHANNEL
Has consistent cross-channel
execution and understands the
customer journey.
MARKET CENTRICITY
80%see primary role as
customer and market
advocates.
RISK INTELLIGENCE
Empowers marketing employees to
experiment, evaluate risks and take actions.
LEARNING
Shares information and best
practices; understands
successes and failures.
TRUST
Allows employees to take true
ownership of their role and
responsibilities.
CULTURE
DATA-DRIVEN
INSIGHTS
Extracts insights from data
and applies them to
business problems.
79%
THE DNA
GROWTH
MARKETER
OF A
DATA-DRIVEN CULTURE
6 out of 10 marketing
organizations have access
to data they need.
TECH
Applies tech innovations
to drive growth.
SOCIAL
56%rely on personal
networking to stay up to speed.

6. THE DNA OF A GROWTH MARKETER
“For Growth CMOs these elements
will become must-haves and not
nice-to-have. “
Madhur Aggarwal
Vice President, Marketing
Strategy and Growth Initiatives
Office of the CMO, SAP

7. RISK INTELLIGENCE
Empowers marketing employees to
experiment, evaluate risks and take actions.
LEARNING
Shares information and best
practices; understands
successes and failures.
TRUST
Allows employees to take true
ownership of their role and
responsibilities.
CULTURE
MARKET CENTRICITY
80%see primary role as
customer and market
advocates.
DATA-DRIVEN CULTURE
6 out of 10 marketing
organizations have access
to data they need.

8. RISK INTELLIGENCE
Empowers marketing employees to
experiment, evaluate risks and take actions.
LEARNING
Shares information and best
practices; understands
successes and failures.
TRUST
Allows employees to take true
ownership of their role and
responsibilities.
CULTURE
MARKET CENTRICITY
80%see primary role as
customer and market
advocates.
DATA-DRIVEN CULTURE
6 out of 10 marketing
organizations have access
to data they need.
ORGANIZATIONAL CULTURE
Missy Altergott
Senior Director, Corporate Marketing
Level 3 Communications
“Our values and our people are
what drive the culture. We look for
people who are risk-takers,
collaborators and ingenious.”

9. We
are
proficient
at
obtaining
and
understanding
data
insights
WE ASKED, BMA ATTENDEES ANSWERED:
Describe your organization’s data-driven culture:
We
have
access
to
data
wherever
it
resides
in
the
organiza@on
We
empower
people
to
make
decisions
based
on
data
and
insights
Management
promotes
and
socializes
data
ini@a@ves
across
the
organiza@on
We
are
increasingly
inves@ng
in
data/analy@cs
technology
40%
are
inves@ng
in
data

10. WE ASKED, BMA ATTENDEES ANSWERED:
Which of the following do you consider most important
to developing a market-centric marketing culture?
Implemen@ng
the
necessary
tools/technology
to
monitor
the
market
Having
an
outside-­‐in
mind-­‐set,
star@ng
at
the
top
Being
considered
the
orchestrator
of
the
customer
experience
Developing
an
understanding
of
prospects,
customers
and
compe@tors
Ensuring
employees
understand
how
their
role
impacts
prospects
and
customers
36%
Have
outside-­‐in
mindsets

11. TALENT
Attracts and retains
valuable employees;
develops storytelling skills.
CAPABILITIES
9% ONLY 9% DELIVER CONSISTENT ONLINE
AND OFFLINE CUSTOMER EXPERIENCES.
MEASUREMENT
Defines metrics and develops
infrastructure to provide findings
to the right audiences.
TECH
Applies tech innovations
to drive growth.
OMNICHANNEL
Has consistent cross-channel
execution and understands the
customer journey.
SOCIAL
56%
rely on personal
networking to stay up to speed.

12. TALENT
Attracts and retains
valuable employees;
develops storytelling skills.
CAPABILITIES
9% ONLY 9% DELIVER CONSISTENT ONLINE
AND OFFLINE CUSTOMER EXPERIENCES.
MEASUREMENT
Defines metrics and develops
infrastructure to provide findings
to the right audiences.
TECH
Applies tech innovations
to drive growth.
OMNICHANNEL
Has consistent cross-channel
execution and understands the
customer journey.
SOCIAL
56%
rely on personal
networking to stay up to speed.
ADAPTIVE MARKETING CAPABILITIES
Lisa Armstrong
VP, Marketing and Branding
Pentair
“Once we defined what we stood for, we
were able to transform our storytelling
from how we do what we do to why we do
what we do.”

13. WE ASKED, BMA ATTENDEES ANSWERED:
Which of the following do you consider most important to building
talent capabilities in the marketing organization of the future?
ARrac@ng
millennials
Retaining
valuable
employees
Crea@ng
brand
ambassadors
Building
storytelling
capabili@es
Crea@ng
highly
engaged
employees
1in3
focused
on
millennials

14. WE ASKED, BMA ATTENDEES ANSWERED:
Which area has the most need for improvement in your marketing
organization?
Having
consistency
between
online
and
offline
customer
experiences
Measuring
all
touchpoints
and
extrac@ng
insights
from
them
Ensuring
seamless
handoffs
between
marke@ng,
sales
and
customer
service
Understanding
the
customer
decision
journey
42%
Iden@fied
customer
journey
as
needing
improvement

15. AGILITY
Accesses information in real
time and adjusts accordingly,
focusing on and organizing
toward priorities.
72%
ADJUST THEIR
MARKETING PLANS
REGULARLY IN RESPONSE
TO CUSTOMER DATA.
SEEK TO INCREASE
CUSTOMER LOYALTY
BY IMPROVING
THE CUSTOMER
EXPERIENCEE.
OUTCOMES
CUSTOMER ENGAGEMENT
Owns customer experience, able to
understand consumers as the first
step toward future engagement and
customer interaction.
DATA-DRIVEN
INSIGHTS
Extracts insights from
data and applies them to
business problems.
79%

16. AGILITY
Accesses information in real
time and adjusts accordingly,
focusing on and organizing
toward priorities.
72%
ADJUST THEIR
MARKETING PLANS
REGULARLY IN RESPONSE
TO CUSTOMER DATA.
SEEK TO INCREASE
CUSTOMER LOYALTY
BY IMPROVING
THE CUSTOMER
EXPERIENCEE.
OUTCOMES
CUSTOMER ENGAGEMENT
Owns customer experience, able to
understand consumers as the first
step toward future engagement and
customer interaction.
DATA-DRIVEN
INSIGHTS
Extracts insights from
data and applies them to
business problems.
79%
OUTCOME-DRIVEN EXECUTION
Mark Rentschler
Head of Marketing, Americas
Makino
“We like to experiment and as a
result we are able to find what
works ahead of our competition.”

17. WE ASKED, BMA ATTENDEES ANSWERED:
Which outcome do you feel your organization is best at?
Driving
the
customer
experience
and
ensuring
con@nuous
engagement
based
on
value
exchange
Extrac@ng
and
applying
insights
from
data
All
of
the
above
None
of
the
above
Accessing
informa@on
in
real
@me
and
op@mizing
plans
Excel
at
driving
customer
engagement
1/2

18. WE ASKED, BMA ATTENDEES ANSWERED:
If outcome-driven execution is defined as proficiency in customer
engagement, being agile in your marketing efforts and employing data
driven insights, how would you rate your organization today?
Haven’t
started
Average
Proficient
Learning
41%
Rate
as
learning

19. What is a Growth CMO?
• Champions the end-to-end experience
• Adopts and promotes data insights
• Drives business outcomes
TALENT
Attracts and retains
valuable employees;
develops storytelling skills.
9%ONLY 9% DELIVER CONSISTENT ONLINE
AND OFFLINE CUSTOMER EXPERIENCES.
CAPABILITIES
MEASUREMENT
Defines metrics and develops
infrastructure to provide findings
to the right audiences.
AGILITY
Accesses information in real
time and adjusts accordingly,
focusing on and organizing
toward priorities.
72%
ADJUST THEIR
MARKETING PLANS
REGULARLY IN RESPONSE
TO CUSTOMER DATA.
SEEK TO INCREASE
CUSTOMER LOYALTY
BY IMPROVING
THE CUSTOMER
EXPERIENCE
OUTCOMES
CUSTOMER ENGAGEMENT
Owns customer experience, able to
understand consumers as the first
step toward future engagement and
customer interaction.
OMNICHANNEL
Has consistent cross-channel
execution and understands the
customer journey.
MARKET CENTRICITY
80%see primary role as
customer and market
advocates.
RISK INTELLIGENCE
Empowers marketing employees to
experiment, evaluate risks and take actions.
LEARNING
Shares information and best
practices; understands
successes and failures.
TRUST
Allows employees to take true
ownership of their role and
responsibilities.
CULTURE
DATA-DRIVEN
INSIGHTS
Extracts insights from data
and applies them to
business problems.
79%
THE DNA
GROWTH
MARKETER
OF A
DATA-DRIVEN CULTURE
6 out of 10 marketing
organizations have access
to data they need.
TECH
Applies tech innovations
to drive growth.
SOCIAL
56%rely on personal
networking to stay up to speed.

20. Find out more at
GROWTHMARKETER.ORG