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#B2BSMX The CMO’s Mulligan Dr. Debbie Qaqish Principal & Chief Strategy Officer The Pedowitz Group
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The CMO’s Mulligan
Dr. Debbie QaqishPrincipal & Chief Strategy Officer
The Pedowitz Group
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My Marketing Mulligan
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Observations
In the history of B2B marketing, there has never been more opportunity for marketing to take a seat at the table as a respected business partner.
The GoodThe CMO’s set of challenges multiply every day and they are struggling with:1. Revenue2. Digital Transformation3. Customer Centricity
The Bad
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How Do You Reconcile These?
In the history of B2B marketing, there has never been more opportunity for marketing to take a seat at the table as a respected business partner.
The GoodThe CMO’s set of challenges multiply every day and they are struggling with:1. Revenue2. Digital Transformation3. Customer Centricity
The Bad
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By Taking A
Marketing Mulligan
: in marketing, an opportunity for a do-over to increase performance of revenue, digital
transformation and customer centricity through the use of a strategic marketing operations function.
noun | mul·li·gan
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Is It Time For Your Marketing Mulligan?
Addressing the challenges of Revenue, Digital TransformaLon and Customer Centricity through
Strategic MarkeLng OperaLons
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§ B2B?§ B2C?§ Other
Who Is Your Customer?
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What About Marketing Operations?§ How many have a dedicated
marketing operations group?§ How many work in marketing
operations?§ How many have never heard of
marketing operations?
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§ Yes?§ No?
Percent Complete:§ 0-33%§ 34-66%§ 67-100%
Are You In The Midst Of A Digital Transformation?
Journey CompleLon25%
87% Competitive Opportunity
27% Business Survival
https://www.cmo.com/features/articles/2015/3/23/mind-blowing-stats-digital-transformation.html#gs.RHD5n2A
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Do You Report ROI?
§ Yes?§ No? Less than 30% of CMOs
report ROI>30%
https://www.chiefmarketer.com/less-than-30-percent-of-marketers-understand-roi-report/
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Do You Have A Pipeline Contribution Requirement?§ Yes?§ No?
Percent Contribution:§ 0-33%§ 34-66%§ 67-100%
Less than 1/3 of markeLng organizaLons report contribuLon to pipeline
>33%
https://marketingland.com/b2b-marketers-must-prove-contribution-to-revenue-241964
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Do You Have A Revenue Contribution Requirement?§ Yes?§ No?
Percent Contribution:§ 0-33%§ 34-66%§ 67-100%
About 1/3 report quanLtaLve/revenue metrics
33%
Top Challenge for CMOs100%
https://www.nielsen.com/us/en/insights/report/2018/cmo-report-2018-digital-media-roi-measurement-omnichannel-marketing-technology/
https://cmosurvey.org/wp-content/uploads/sites/15/2019/02/The_CMO_Survey-Highlights-and_Insights_Report-Feb-2019-1.pdf
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Financial accountability for the CMO is essential to drive a true “C” spot at the table. With financial metrics accountability, the position of the CMO becomes board room relevant. This switches the focus from marketing being a “nice to have” if we can afford it; to a true driver and supporter of the company’s revenue growth strategy that is a must have to succeed.
The Future Of The B2B CMO Is Tied To Financial Accountability…
VERY IMPORTANT
“A Modified Delphi Study: Forward-Looking Strategies for Chief Marke\ng Officer Accountability In A Digital Environment” by Dr. Qaqish, 2019
88%
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Are You In The Midst Of A Pivot Towards Customer Centricity?§ Yes?§ No? Hallmark of Company14%
More Profitable60%
https://cmocouncil.org/thought-leadership/reports/mastering-adaptive-customer-engagements
https://www2.deloitte.com/content/dam/Deloitte/ie/Documents/Strategy/2014_customer_centricity_deloitte_ireland.pdf
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Do You Have A Marketing Credibility Problem?§ Yes?§ No?
Challenged in DemonstraLng MarkeLng’s Financial Impact
64%
hcp://www.lenskold.com/content/landing_2009_measurement_study
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The Strategic Marketing Operations Story
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Organic vs Intentional
https://chiefmartec.com/2017/03/microsoft-shares-marketing-stack-stackies-awesome/
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Regular vs Strategic
Regular Marketing Operations Charter§ “Buaon-Pushers”§ TacLcal§ ReacLve§ Efficient & EffecLve
Strategic Marketing Operations Charter§ Business Partners§ Strategic§ Proactive & Leading§ Customer-Focused
MarkeDng OperaDons is a capability driven by strategy and operaDonalized through people, process, data and technology.
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The Marketing Operations Maturity Evolution: Where Are You?
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Efficient To Effective
Case Study #1
EVP Marketing & Communications
CMOHead of Business Strategy & Services
Marke\ng Opera\ons, Corporate Marke\ng
President, Corporate Marketing
Head of NA Marketing
Head of LAC Marketing
Head of EMEA Marketing
Head of APJ Marketing
Head of NA Marke\ng Ops
Head of LAC Marketing Ops
Head of EMEA Marke\ng Ops
Head of APJ Marketing Ops
SME and Ecosystem
Advertising & Branding
Global Events
Head of Global Field Marketing
MO, SME & Ecosystem
MO, Digital & Events
Marke\ng Opera\ons, Field Marke\ng
Aligned to & supports
Aligned to & supports
Aligned to & supports
Head of Media Relations
Aligned to & supports
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Effective To Customer Centric
CMO
CEO
VP of Marketing Ops
Director of Marketing Operations
Marketing Automation
Manager
VP of Analytics, Customer Insights
Sr. Analyst Marke\ng Collabora\on
“To improve the efficiency and effectiveness of marketing operations to enable marketing & the company to obtain operational and strategic goals.”
Case Study #2
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“The BE team charter is to enable customer facing employees with the tools they need to be efficient and effective in their d2d, to create the “golden thread” between all customer journey initiatives.”
Sr. Director, Business
Enablement
Sales Enablement
Support & Training
CS Enablement
Support & Training
Marke\ng Ops
Analyst
“COO”
CEO
Customer Centric To Next Gen
Case Study #3
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It’s Time To Take YourMarketing Mulligan
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Key Takeaways§ MarkeLng is stuck and the
pressure is mounLng for performance
§ You will not be saved by a shiny new toy
§ Structure follows strategy§ 59% of companies now have a
dedicated markeLng ops group
§ Marketing ops is seen as button pushers in too many companies –they are not all they can be
§ Strategic marketing ops is essential if the CMO plans to meet today’s challenges
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Do you want to continue to be button-pushers?
Are you ready to become a proactive, strategic and valued business partner
to marketing & your company?
OR
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Steps To Chartering A StrategicMarketing Operations Organization
1. Align 2. Rebrand 3. Goals 4. Assess
1. Describe future state2. Re-orient the MarTech stack3. Conduct stakeholder mapping4. Develop a collaborative and cross-
functional working structure5. Build a communication plan6. Design a roll-out plan7. Implement8. Measure
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