While CMOs often save time by developing tech-driven programs that somehow bypass their IT departments, going rogue usually backfires, according to a new report from Forrester. In fact, CMOs who actively work to build strong relationships with their IT counterparts have the most success with marketing innovations.
Some CMOs inherently get that “understanding the internal technology plumbing is as critical as understanding customer behavior,” writes Forrester analyst
Sheryl Pattek in the new report, which includes a quiz that CMOs can take to assess how tech-advanced (or limited) their skills are.
Those who don’t — buying technology to suit their immediate needs rather than taking the time to develop it internally — end up using piecemeal solutions and don’t fully take advantage of the best customer touchpoints or account for an entire purchasing cycle
Vendors certainly know the true value of what they are vending, but when they seek to convince business buyers of the value, the buyers become suspicious.
According to “Better Lead Yield in the Content Marketing Field,” a new study from the CMO Council and NetLine, business buyers belittle vendors and give much higher marks for content trustworthiness to professional organizations and industry groups, whose information is considered more usable and relevant.
“Buyers are not happy with vendors,” said Donovan Neale-May, executive director of the CMO Council, in an interview with CMO.com. “Their content [tends to be] overtechnical, product-centric, and self-serving”–and buyers sense this. Neale-May said B2B marketers annually invest $16.6 billion in digital content publishing, used primarily to produce leads.
The report surveyed more than 400 business buyers across a wide range of global industries and other disciplines. It found a critical need for marketing organizations to bring more discipline and strategic thinking to content specification, delivery, and analytics.
The May 20 conference in New York City will focus on the rise of marketing technology, how it’s changing organizations, and the impact on CMOs and CIOs. The opening keynote is by Eduardo Conrado, who early this year became senior VP, Marketing and IT at Motorola Solutions. Technology and marketing leaders from Nationwide and InterContinental Hotels Group along with executives from Razorfish and GE will discuss new relationships and a transformation underway.
Attendees will hear how savvy marketers and their partners in the tech suite have:
• Removed internal organizational silos
• Adopted marketing-tech platforms
• Unified the consumer experience across multiple channels
• Harnessed real-time data
• Measured performance and attributed growth to various activities
• Improved effectiveness to drive profit
• Justified increased marketing investment
Put “Marketing Technology: The Rise of CMO-CIO Alignment” on your Internet Week New York calendar. Register now for the afternoon conference sponsored by IDG.
CIO Press Release
Research Conducted by CIO Highlights CIO/CMO Relationship Gaps and Misconceptions to Be Addressed at CIO/CMO Agenda Event
FRAMINGHAM, MA–(Marketwired – Apr 30, 2013) - CIO‘s 2013 CIO/CMO Partnership survey digs into the CIO/CMO relationship from how these executives view each other, to future IT spending. Overall, the results stress that CIOs and CMOs must work together now to ensure investments for automating marketing align with enterprise architecture for maximum business results. The growing need for collaboration and alignment between the CIO and CMO for technology solution adoption — highlighted in the survey — has sparked the launch of the CIO/CMO Agenda event, produced by CIO in partnership with The CMO Club.
CIO and CMO Perceptions
The majority of CIOs and CMOs (82% and 77% respectively) describe their relationship with the other as excellent/good and 40% of CIOs and 27% of CMOs believe that the relationship will continue to improve over the next year. One reason for this positive view of the relationship is that respondents most often characterized each other as a consultant or strategic player in technology decisions. However, 14% of CMOs see CIOs as a road block and an additional 19% view CIOs as a risk assessor. One-quarter of CIOs view CMOs as a rogue player (view chart). Adoption of cloud solutions without IT’s approval was also highlighted in IDG Enterprise’s CITE research, including employee use of consumer services (41%) and file sharing tools (31%). To benefit the enterprise, CIOs and CMOs believe that collaboration, agility, innovation, customer insight and influence with the CEO are key to developing a closer relationship, which is necessary for results.
Is the CMO pushing the CIO off the IT budget chair? And if so, how can you forge a relationship with sales and marketing that leverages the best results for all concerned?
There’s a new synergy happening in the boardroom, and while some CIOs are left floundering by fast-shifting demands for them to become more agile, customer-responsive and creative, most are finding that they have more in common with their new best mate, the chief marketing officer, than they ever suspected. Laura McLellan, a research analyst at Gartner Inc, lobbed a grenade into the CIO trenches last year when she claimed that by 2017, the average CMO would control more of the IT spend than would the average CIO.
That’s not an empty promise; at its core, marketing is about communicating. And in today’s hyper-connected world, communicating is about technology.
As commerce becomes e-commerce and direct mail becomes direct email, marketing gains a more central role in organisations. But in a space where customer interaction is increasingly digital and where key technologies are increasingly in the hands of the customer, both the CMO and CIO are working outside their comfort zones.
It only makes sense that they buddy up.
“The CMO lives in the world of art, the CIO lives in the world of science, and today’s market is about a blending of art and science,” says Brock Douglas, who heads IBM Australia’s Smarter Commerce division.
“They each need to develop new skills, and they do that by working across the organisation.”
The technology to-do list for business media companies is lengthy, but many have made centralized audience databases and responsive design websites a priority in 2013. The goal behind these complex initiatives? To get a simplified view of customers and to reach them wherever they may be, whether at the office or on the go.
Faced with a multitude of technology options that promise to make their companies more profitable or efficient, business media executives must choose their priorities. This year, publishers with different sizes, business models and vertical markets are focusing their efforts on two technology-driven projects in particular: building out centralized audience databases and creating websites using responsive design.
Other technology initiatives remain on the to-do list, of course, including those that will unlock the potential of publishers’ content assets, help companies use powerful analytics or make magazines more exciting for readers and more targeted for advertisers.
But single customer-portrait databases and responsive design hold particular appeal for media companies because of their potential to help address some thorny issues.
Brent Pearson, CTO at UBM Tech, explained that his company has a private cloud solution that combines both a physical data warehouse and applications that can bring together data from different databases. Pearson has spent years consolidating and merging a succession of databases, he said, starting with the division formerly known as UBM Electronics, then adding the electronics business acquired from Canon Communications and now incorporating data from the formerly separate TechWeb division. “The end goal, to have all of UBM Tech in a single-user database, is still months away,” he said.
Technology Marketing Blog
Many technology companies have directed their marketing and sales teams to look for business beyond the traditional IT customer. The secret to marketing to the line-of-business executive is to think like they do. Huh? Is this a secret?
Imagine you have a cute little terrier that you love dearly but who chews up everything in sight. You fear that you will have to give the dog away if he keeps wrecking things. As a super-busy person you rarely have time to read articles, however, one of the articles below will stop you in your tracks. Which one?
a) Animals around Our Home
b) Dogs: What do they do every day?
c) Why We Love Terriers
d) How to Stop Terriers from Destroying Your Home
You know that the answer is D. And if each of the authors had a dog training business, which one are you most likely to contact?
Everyone gravitates toward things that they believe are made “just for me” and ignores things that are made for “someone else”. It doesn’t matter if you are trying to get the attention of the Chief Marketing Officer, the Vice President of Human Resources, the head of pediatric medicine, or a terrier owner. The more completely you enter to your customer’s world, the more likely you are to be successful with them.
Technology Marketing Blog
And this was clearly evident as several CMOs shared their success stories at Mass Tech Leadership Council’s
recent 2013 Marketing Summit. CMO’s and other marketing executives shared valuable insight on how to do “more with less” – the theme of the event. Sure, as marketers we’ve been using that term at least since the Internet bust ~13 years ago; however, we’ve come a long way since then. Not only has marketing slimmed down from a staff perspective, but more importantly, we’ve developed a laser focus on being more relevant to our buyers and internal customers. In addition, we’ve developed a healthy obsession with metrics to demonstrate our value to the organization and better manage our precious budget. But even with this greater maturity, the worst thing we can do at this stage is lessen our drive for innovation. Here are just a few of the key insights from this summit to help you and your marketing team keep innovation at the forefront of your marketing strategy and tactics: