If there’s a role that has become more complex over the last few months, it’s the one of the CMO. They’re held to great expectations – great deals, great sales and astonishing performance results by the end of the year.
However, in spite of those demands, only 26% of CMOs are invited to attend board meetings, according to Deloitte.
Times may have changed, but a CMO’s goal hasn’t: to lead a business to its greatest growth and profit. But how will he do that when everything has changed so rapidly? With clients turning massively to online shopping, readjusting stocks and customer experience relying only on digital platforms?
Moreover, in a year with so many protest over centuries-long racial and social injustice, how do you effectively communicate a brand’s tone and posture? With so many challenges, where do we start?
“Involving the CEO and board early, to understand where they perceive the greatest value, and enlisting them as thought partners and sounding boards, will help you figure out which archetypes will set your company up for success.”
Marie Gulin-Merle, the author and Global Vice President of Ads Marketing at Google, sustains that, considering the current challenges, CMOs should firstly concentrate on the demand of a digital transformation.
That requires a constant internal analysis of what your business goals are, the type of message you want to convey to the market and your brand’s story. In a dynamic market, this is where CMOs can help organisations grow and stay resilient.