The CMO: Then and Now

S H A R V A N B O S K I R K & C A S E Y C A R E Y
The CMO: Then and Now

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Meet Our Speakers
Shar VanBoskirk is a Vice President and Principal Analyst at Forrester, and helps CMOs lead customer-
obsessed strategies at their firms while also transforming their marketing functions to deliver brand
experiences that are relevant to empowered customers. Shar has spent many years helping clients create
optimal digital marketing teams and programs, leveraging research on email marketing, consumer
psychology, storytelling, and digital maturity.
SHAR VANBOSKIRK | FORRESTER
Casey Carey is Marketo’s Vice President of Product Marketing, leading a team of talented product
marketers, and overseeing the company’s product and go-to-market strategies. Casey has over 15 years of
B2B digital marketing experience, including serving as Chief Marketing Officer and General Manager in
various startups.
CA SEY CA REY | M A RKETO

5© 2018 FORRESTER REPRODUCTION PROHIBITED
How has technology
changed you?

6© 2018 FORRESTER. REPRODUCTION PROHIBITED.
Hyperadoption has changed literally
billions of lives
?

Digital disruption creates opportunity on
unprecedented scale

Most companies are poorly
equipped for this reality.

Make your customer the center
of your total operating model.

Forrester calls this
Customer Obsession.

Customer led
Insights driven
Fast
Connected
Customer-obsessed operating principles
FROM
Customer aware
Data rich
Perfect
Siloed
TO

Discussion: Is customer
obsession critical? Is it real?

Marketing should drive
customer obsession at your
firm.

But most marketers
prioritize the wrong
things

Introducing Marketing’s new responsibilities
Brand
experience
Customer
understanding
Brand strategy
Listen
LeadCalibrate
Connect

Listen

Source: pepsico.com/purpose/performance-with-purpose

Ethisphere’s Worlds Most Ethical
companies list
5% revenue growth in 2016

Lead

Source: Cotopaxi.com

200–400 applicants per job req
Negative customer acquisition cost

Connect

Source: aviva.co.uk/good-thinking/
© 2018 FORRESTER REPRODUCTION PROHIBITED

16% lift in brand awareness
£11 million profit in 6 months

Calibrate

Discussion: How far away are
most marketing teams from this
model? What keeps them from
playing a more strategic role?

Base: N= 516 Marketing decision-makers who are from marketing organization
Base: N= 1727 (2018) | 1138 (2017) Marketing decision-makers
Source: Forrester's Global Business Technographics Marketing Survey, 2017 & 2018
Does the marketing area in your organization have a dedicated team
whose focus is solely customer experience (CX)?
81%
19%
1%
Yes
No
Don't know
Which elements of customer experience management is marketing
responsible for leading?
36%
37%
38%
38%
39%
40%
50%
25%
39%
40%
45%
44%
41%
55%
Defining the CX Strategy/Vision
Deciding what the intended
experience should be
Creating and/or preserving a
customer-centric culture
Prioritization
Designing (or re-designing)
customer experiences (includes
UX design)
Measuring CX quality
Customer Understanding
2017 2018
Marketing tends to own customer experience
Global, 100+ Employees

Base: N=1727 Marketing decision-makers
Source: Forrester's Global Business Technographics Marketing Survey, 2018
15%
16%
16%
17%
18%
18%
19%
20%
20%
21%
21%
22%
22%
23%
24%
28%
30%
Poor marketing planning
Poor value proposition for products/services
Poor brand perception
Low level of employee talent
Poor alignment/collaboration with sales
Poor alignment/collaboration with IT
Unclear strategy
Lack of required technology
Lack of a single view of our customers
Poor quality, inconsistent, or inaccessible customer data
Lack of defined metrics to measure success
Inability to turn insights into action
Lack the capability to measure results
Limited budget
Managing our channel partners
Employee recruiting and retention
Competing priorities
Over the next 12 months, which of the following will be the greatest challenges for your firm as they relate to achieving your
marketing priorities?
But competing priorities distract
Global, 100+ Employees

Operational changes won’t stick without
good leadership
Who you are • Emotional intelligence, self-efficacy
What you say • Charisma, empathy
How you act

Customer-obsessed leaders do 5 things
Reward UnblockMeasure
Model Provide

Source: Forrester Research executive attendees at 2016 NY Forum for Marketing Leadership
Customer-obsessed leaders do 5 things

Source: Forrester’s Forrester/Internet Retailer Q1 2017 Global B2B Buy-Side Online Survey
26%

It’s time to work differently.

Discussion: Who are the best
CMOs out there? How have you
seen them demonstrate
leadership?

To summarize:
Ø Customer relationships are the key to
competitive differentiation.
Ø Marketing should lead customer
obsession at your firm.
Ø To do this, marketing should own:
Ø Customer understanding
Ø Brand strategy
Ø Brand experience
Ø Marketing leaders need new habits.

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