laurels , especially when in their day they have to deal with the tension (increasingly marked) between the long-term objectives that they insist on hoisting and the short- termism that they other colleagues within the same company demand.
The short-termism imposed by other departments is causing CMOs to necessarily relegate the fight for talent to a second , absolutely crucial in nature, on the other hand, in the shift from marketing to data and technology.
In any case, and leaving aside the corrosive short-termism that poisons not infrequently the strategies of marketing managers, the truth is that 89% boast of having some control and influence in the definition of the business objectives of the company to which it provides its services. And not a few CMOs, in fact, work hand in hand with CEOs when setting business objectives (where data-driven marketing is of absolutely paramount importance today).
Less than 20% of senior marketers aspire to fill any CMO position
Direct access from CMOs to CEOs ensures that their goals are in some way aligned with those of the organization as a whole and quells the flames of Cyprus Phone Number List eventual premature burnout syndrome . In any case, when it comes to talking with the C-Suite, communication directors must display absolutely excellent communication skills. There is no use swearing and perjuring that the brand is stronger than ever when the numbers say otherwise. CMOs must use the same language as the C-Suite to assert their influence there.
CMOs are in any case more confident than other managers in their own position . Only 53% of C-Suite executives outside the marketing department (chief customer officers and chief experience officers, for example) believe that their strategy is perfectly defined.
On the other hand, and despite the fact that the data challenge necessarily forces CMOs Cyprus Phone Number Database to have their eyes and ears wide open to recruit the best talent to their side, only 14% believe that it is a priority to attract and retain talent in these moments.
In addition, there is another problem: the many deficits from the branding point of view of the CMO position. In fact, less than 20% of senior marketers aspire to climb the corporate ladder to ultimately assume the position of chief marketing officer (which therefore does not seem attractive enough within their own department).
Perhaps in order to give the CMO position more “sex appeal”, its multiple burdens would have to be alleviated in some way. Not surprisingly, 60% of CEOs believe that marketing managers should have the support of third parties to shape the “customer experience.” In the eyes of CEOs, CMOs should also be provided with reinforcements in the area of market research and advertising. Whether or not this is enough to add a more attractive patina to this position remains to be seen.