CMO：展现品牌管理价值

一、为什么CMO的平均任期只有CEO的1/4

纵观全球，新的通讯技术、细分的客户和不断兴起的针对个人的产品和服务等因素，使CMO的职责越来越具有挑战性。但核心的问题是很多公司并没有把市场任务放到战略高度。而以品牌为核心的公司认识到了这一点，并会聘请一个非常有实力的CMO。因为一个真正以品牌为核心的公司，必须把市场职能放入这个核心中来。CXO UNION-CXO联盟cxounion.cn

不幸的是，很多公司并没有遵循这一原则，把CMO的作用适当地在组织文化中体现出来。公司执行中对品牌专注的严重缺失使得CEO们忽视了市场的作用。这也进一步解释了为什么CMO的平均任期只有CEO的四分之。这么多CMO的失败，以及不断地对市场部门进行改组，都说明公司需求与市场人员提供的解决方案之间的差距。也就是说，公司的职责是传递和执行市场策略而非其他。

这个差距使得人们常常质疑CMO存在的适当性。问题是在不以品牌为核心的组织里，CMO的确不能有效地与CEO达成合作。

另一项研究表明，超过75%的市场人员和非市场人员表示，过去5年来营销对他们的公司越来越重要。然而超过一半的公司的营销系统与CEO系统是不协调的。更糟糕的是，过高的市场预期使得70%以上的公司重组它们的市场部门。但是在重组过程中，CMO或者市场部门领导的职责还是同样地没有被清晰界定，甚至还不被理解。CXO UNION-CXO联盟cxounion.cn

因此，理解CEO的预期成为至关重要的一步。CEO必须站在舞台中央，并且要去选择一个能够与其合作并且能够支持其工作的CMO。问题的关键在于，许多CMO是非常熟练并目有能力的营销人员，他们同样在寻求注意，而且这样的品质也使得他们容易被那些将要雇用他们的CEO发现。这就是他们之间不稳定组合的原。

这个命题中还有另一个主题，就是市场部门与销售部门的关系。这两个部门的职能被混淆，其实是一个严重的问题。许多企业中市场和销售部门同时归于一个人的领导之下。但在另一些公司，它们却属于不同的部门，直接向CEO汇报。在这种情况下，制定一个清晰的工作模式和方法对于成功运作一个企业显得非常重要。不过，这就属于组织策略而非品牌战略的问题了。

二、给CMO的职责以适当的定义

清晰界定CMO的职责，并进一步延伸到建立CMO管理模式。品牌专注型的公司可以通过以下三种主要的CMO模式得到更为显著的成果。CXO UNION-CXO联盟cxounion.cn

我的经验和观察可以从2004年10月博思艾伦在汉密尔顿的调查结果得到证明。哈佛商学院的研究也指出了3种模式。通过了解这其中的要求，CMO可以更深入地知道怎样在企业内活动，而且懂得什么层次的策略是他们应该和必须提供的。

营销服务支持:通过类似于智囊中心的操作方式，提供对不同产品和品牌的支持。主要包括一些支持性和建议性的职责，提供整体的协调、调查、证券管理服务，以及间接的行销。

品牌支持：在很多企业中，CMO的职责就是通过更精明的营销手段，将研发和产品融为一体。当CEO需要评估企业的竞争领域、分析并提升对新产品与服务的反馈能力及指导能力的时候，他就需要CMO的支持。这种支持在销售导向型的企业中，尤为重要。CMO的职权，有时候会横跨大区之间的市场部门，以提升企业整体的营销能力和专业水准。通常，CMO统领整个集团的营销，包括不同的大区和部门。很多时候，CMO的角色也会和销售部门冲突，特别是当营销部门不承担销售的职责、要与销售配合的时候。同时，CMO也有一个明确的职责，那就是企业的形象代言人，这远远不止充当企业的新闻发言人那么简单.CXO UNION-CXO联盟cxounion.cn

品牌策略执行：通常，这种能力只有极少数CMO才具备，他们不仅因自身出众的营销技能，更因卓越的商业智慧在业内享有很高声望。他们是智囊型人物，通常是CEO最重要搭档，专注于某个单一的大品牌或是旗下拥有众多不同产品、不同集团部门的超级品牌，那些品牌的品牌价值都具有战略高度的重大价值。比如，像可口可乐、三星、香港银行、UPS、IBM、摩托罗拉这样的品牌，就需要具备品牌战略执行能力的CMO。以摩托罗拉为例，其首席品牌官的地位就与CEO相差无几，影响力渗透到集团的各个部门。此时，CMO对销售的影响力会大大加强，并且常常会兼管销售、品牌战略，这种领导权就与董事会紧密相关。这种情况下的CM0，通常被视为变革派，具有坚忍不拔的毅力，鼓舞、带领企业走过动荡的高速增长期。CXO UNION-CXO联盟cxounion.cn

三、CMO的动力何在

一个有潜质的CMO，同样也是一个好的领袖。领袖们是自负的，他们乐于看到自己的成就。造成不满或动荡的原因之一，在于缺乏内在的责任感。在亚洲，很多集团有亚太区CMO，甚至还有向他们汇报的具体到哪个国家的CMO。真正的关键在于，划分清楚每一级的职权所在。这就有一个职权划分不清的老生常谈。从负责某国业务的CMO，到负责全球大区的CMO，到企业的全球CMO，都应该一一明确、落实他们的职权范围。然而，不管是选择哪一个级别的CMO，都应该以专业能力是否胜任、人格是否匹配企业文化为标准予以考量。而且很明显，没有一个CEO会容忍不符合这一标准的下属。

第二点是职权划分清晰。职权含混不清的结果就是没有人对具体后果负责。因此对CMO的职权界定是必要的，企业高层和董事会对此也很明白。CXO UNION-CXO联盟cxounion.cn

第三点是确保和CEO协调一致。任何希望设立CMO一职的CEO，都不愿意分散自己在营销控制上的威信与责任，并且也会发现，不管这个品牌多么有知名度，都得和CMO发生联系。即便CMO很顽固，觉得可以和CEO较劲一一显然这是不太可能的。

今天的CMO需要很强的个人领袖魅力和人际沟通能力来塑造自身的影响力，以及超凡的创造力和分析力来奠定自己的商业能力。CMO的动力，来自于看到自身的成就，以及认识到他们对商业成功的贡献。我们清楚地看到，在引领品牌和企业前进、将营销策略的执行落实到个体员工方面，企业的执行准则和营销定律起到了最根本的作用。这个过程凝聚的不仅仅是产品的品牌和CMO的努力，而是整个企业。CXO UNION-CXO联盟cxounion.cn

在以上三点中，CMO能够轻而易举地找到展现品牌管理价值所在的方法，只要他们显示出自己具备推动营销的影响力、能够充分释放品牌潜能。通过采用更加专注的策略、在营销的实际投资回报率基础上执行，CMO就有能力改进企业的运作、提升营销效能。三星CMO Eric Kim就巧妙地展现了这一点(Kim最近被英特尔招致磨下，成为英特尔品牌复兴的领军人物)，他充分运用了法则，提升了许多产品线和部门经理的营销能力。这使得三星成为一个品牌专注型的高效企业。

四、什么阻碍了CMO营销?

CMO该如何证明专注于品牌对企业有帮助呢?答案在于，需要更多有用、规则性的条款。

从前那些不断累计而又忽视预算的成本增加，已经被精密预算的会计制度所取代。有了顾客和市场的分析数据，以及以往的市场营销手法不再适用，今天的市场营销人员迫切地需要更加科学的方法来建立起一套行之有效的市场策略，以对CEO和CFO有所交待。CEO要的是落实到每个子儿的实际投资回报率，可不是年度或者季度预算，而是实时汇报。因此，CEO日益渴求看到未来战略的可能回报。市场营销，也从成本预算演进为战略投资。CXO UNION-CXO联盟cxounion.cn

所有的企业都逐渐地在实际投资回报率上要对股东负责，CMO对此责无旁贷。品牌专注型的企业，趋向于具备最优秀的策略和执行，这也在某种程度上证明了CMO的价值。我们很惊喜地看到，在很多最具品牌价值的国际性大品牌企业中，顶尖高层多半具备了强烈的品牌专注型的战略和管理能力。

品牌专注型的企业，更倾向于也能够运用行之有效的实际投资回报率的营销技巧，而不是一味含混地承诺或是难以明了其含义的“市场发言”。这种在更高深法则上的专注，给企业带来了成功。譬如，你只需步入戴尔电脑的走廊，看看它们海报上的标语“如果不能度量它，就没法做好它”，你就能感受到这一概念对于戴尔营销策略的重要性。CXO UNION-CXO联盟cxounion.cn

那为什么还有这么多企业不愿意或者不能运用这些固定法则呢?那是因为，市场营销的实际投资回报率远比财务的实际投资回报率复杂得多。后者中，投资和回报都能够清楚地度量，而要预测市场营销成功与否，必须选择一系列的关键绩效指标来加以计算，才能有一个可信的度量基础。

品牌专注型的企业，在市场营销的实际投资回报率的度量上，要远远超过那些品牌力不强、或有品牌危机的企业。品牌专注型的企业，投入巨资去赢得消费者对自身品牌的认知，并将这种认知转化为巨大的品牌理念，以此与消费者紧密相连。品牌专注型的企业，甚至眼光长远到投资建设必要的关键绩效指标，以便比其他企业更有规则地评估自己的市场营销表现。

博思艾伦的研究表明，在品牌专注型的企业里，有45%的企业周期性地评估“钱包份额”(其已售产品占消费者总支出的比例)，相比之下，只有24%的非品牌专注型企业能做到这点，更重要的是，有超过60%的企业周期性地在品牌建设上投资，以此掌控产品在价格方面的额外开支，并据此调整产品价格，与此相比，也只有20%的非品牌专注型企业在进行这类尝试。

五、CMO面临的矛盾和挑战

为什么这么多的企业，不愿意以更精确度量的眼光看待它们的品牌成功机会呢?一个可能的原因是，品牌力不强或有品牌危机的企业，市场营销人员担心这样会降低营销的创造性。在中国，还有一些其他方面的因素，比如对关系的过分依赖。某些公司也担心，这样会使得管理受制于更公开的义务，加深对集团管理的依赖。CXO UNION-CXO联盟cxounion.cn

这再次解释了这样一个矛盾:企业日益需要一个CMO来把握市场营销的机会，然而深植于内心的担心又使得它有所顾虑。在很多企业，与以研究数字、设计模型得出财务预测结果相比，营销职能的创造性、革新性被认为更为重要。这当然是可以理解的。但是，市场营销高层缺乏精密的度量能力，很可能将导致成功的机会从眼前溜走，这反过来使得很多企业不愿意设立CMO一职。这个挑战就是，要将创造性集中到为公司带来最多价值的行为(精密度量、研究数字、设计模型以得出财务预测结果)上。

要想在企业的C字头高层间赢得影响力，CMO还需要更自如地运用经济学法则。有一点他们应该展现出来一自己拥有和其他高层相当的经济学水平。CXO UNION-CXO联盟cxounion.cn

虽然，关键绩效指标的分析由来已久，尤其是在快速消费品领域。但是在其他领域，市场人员对建立一套系统、综合的评估指标的需要正在迅速增强。施乐集团现在运用6西格玛理论来分析一系列市场营销的效果，从整个部门的费用产生到每个销售人员的费用。Home Depot有一个具备复杂运算能力的电脑模型，对市场营销投入、产品销售、影响零售商地区性变化进行相关分析，根据分析结果，在某些市场上推出特定的产品。沃尔玛通过极为复杂的消费者分析，来调整存货和品牌商。市场营销的实际投资回报率，是零售领域最难精密度量的数据之一，因为所有微观层面的细节都难于量化。但是如果做到这一点，企业就会迅速建立起综合优势。这正是沃尔玛的CMO为什么得以成名的原因!CXO UNION-CXO联盟cxounion.cn

翻译：

Why is the average tenure of a CMO only a quarter that of a CEO

Across the globe, new communications technologies, customer segments, and the rise of personalized products and services are making the CMO’s role increasingly challenging. But the core problem is that many companies don’t make marketing a strategic priority. A brand-focused company recognizes this and hires a very strong CMO. Because a truly brand-centric company must put the marketing function into this core.

Unfortunately, many companies do not follow this principle and properly reflect the role of the CMO in the organizational culture. A serious lack of brand focus in corporate execution has led ceos to ignore the role of the market. This further explains why the average tenure of a CMO is only a quarter that of a CEO. The failure of so many cmos, and the constant reshuffling of marketing departments, speaks to the gap between the needs of the company and the solutions offered by the marketing people. In other words, the company’s job is to deliver and execute the marketing strategy and nothing else.CXO UNION-CXO联盟cxounion.cn

This gap has often led to questions about the appropriateness of cmos. The problem is that in non-brand focused organizations, cmos really don’t work effectively with the CEO.

According to another study, more than 75% of marketers and non-marketers say that marketing has become more important to their companies over the past five years.

Yet more than half of companies’ marketing systems are not aligned with the CEO system. To make matters worse, inflated market expectations have led more than 70% of companies to restructure their marketing departments. But again, the role of the CMO or the head of the Marketing Department in the restructuring process is not clearly defined or even understood.CXO UNION-CXO联盟cxounion.cn

Therefore, understanding the CEO’s expectations becomes a crucial step. The CEO must take center stage and choose a CMO with whom he or she can work and support his or her work. The point is that many cmos are highly skilled and competent marketers who are also looking for attention, and these qualities make them easy to spot by the ceos who will hire them. This is the source of their uneasy combination.

There is another theme in this proposition, which is the relationship between the Marketing Department and the sales department. The confusion between the functions of the two departments is actually a serious problem. In many companies, both the marketing and sales departments are under the leadership of one person. At other companies, however, they are in separate departments reporting directly to the CEO. In this case, it is very important to develop a clear working model and method for the successful operation of an enterprise. However, this is a matter of organizational strategy rather than brand strategy.CXO UNION-CXO联盟cxounion.cn

Define the responsibilities of the CMO appropriately

Clearly define the responsibilities of the CMO, and further extend to the establishment of the CMO management model. There are three main CMO models that brand-focused companies can use to achieve more significant results.

My experience and observations are evidenced by the results of the Booz Allen Hamilton survey in October 2004. The Harvard Business School study also points to three patterns. By understanding these requirements, cmos can gain a deeper understanding of how to operate within the enterprise and what level of strategy they should and must provide.CXO UNION-CXO联盟cxounion.cn

Marketing Service Support: Provide support for different products and brands through a think center like operation. This includes a number of supporting and advisory functions, providing overall coordination, research, securities administration services, and indirect marketing.

Brand support:

In many organizations, the CMO’s role is to integrate research and development with the product through smarter marketing. When the CEO needs to assess the competitive areas of the business, analyze and improve the feedback and guidance ability of new products and services, he needs the support of the CMO. This kind of support is especially important in sales-oriented businesses. The responsibilities of the CMO sometimes span the marketing departments between regions to enhance the overall marketing capabilities and professional standards of the enterprise.

Typically, the CMO leads the marketing of the entire group, including different regions and divisions. In many cases, the role of the CMO also conflicts with that of the sales department, especially when the Marketing Department is not responsible for sales and needs to work with sales. At the same time, the CMO also has a clear responsibility, that is, the image of the company, which is far more than acting as a spokesperson for the company.CXO UNION-CXO联盟cxounion.cn

Brand strategy execution:

Typically, this ability is only available to a very small number of cmos, who are well known in the industry not only for their marketing skills, but also for their business acumen. They are thinkers, often the most important partners of the CEO, who focus on a single big brand or a super-brand with many different products and different group divisions, whose brand value is strategically significant. For example, brands such as Coca-Cola, Samsung, Bank of Hong Kong, UPS, IBM, and MOTOROLA need cmos with the ability to execute brand strategies.

At MOTOROLA, for example, the position of its chief brand officer is similar to that of the CEO, and the influence permeates all departments of the group. At this time, the CMO’s influence on sales will be greatly strengthened, and often will be in charge of both sales and brand strategy, and this leadership is closely related to the board of directors. In this case, CM0 is often seen as a transformational force, with perseverance, inspiring and leading the enterprise through a turbulent period of rapid growth.CXO UNION-CXO联盟cxounion.cn

What motivates the CMO

A CMO with potential is also a good leader. Leaders are egotistical and enjoy seeing their own achievements. One of the causes of discontent or unrest is the lack of an internal sense of responsibility. In Asia, many groups have an APAC CMO and even a country-specific CMO that reports to them. The real key is a clear division of authority at each level. This is a cliche about the division of responsibilities. From the CMO responsible for a country’s business, to the CMO responsible for the global region, to the global CMO of the enterprise, they should clarify and implement their terms of reference. However, no matter which level of CMO is chosen, it should be considered based on whether the professional ability is competent and whether the personality matches the corporate culture. And it is clear that no CEO will tolerate subordinates who do not meet this standard.

The second point is a clear delineation of responsibilities. The result of this ambiguity is that no one is responsible for the specific consequences. Therefore, the definition of the CMO’s role is necessary, and the company’s senior management and board of directors understand this.CXO UNION-CXO联盟cxounion.cn

The third point is to ensure alignment with the CEO. Any CEO looking to create a CMO will not want to distract himself or herself from the authority and responsibility of marketing control and will find it necessary to associate with a CMO, no matter how well known the brand. Even if the CMO is stubborn and thinks he can compete with the CEO – which is obviously unlikely.

Today’s cmos need strong personal charisma and interpersonal communication skills to shape their impact, as well as exceptional creativity and analytical skills to build their business capabilities.

Cmos are motivated by seeing their own accomplishments and recognizing their contribution to business success. We clearly see that corporate execution guidelines and marketing laws play the most fundamental role in leading brands and companies forward and implementing marketing strategies to individual employees. This process crystallizes not only the product brand and the CMO’s efforts, but the entire enterprise.CXO UNION-CXO联盟cxounion.cn

In all three cases, cmos can easily find ways to demonstrate the value of brand management. As long as they show that they have the impact to drive marketing and unlock the full potential of the brand. By adopting a more focused strategy that is executed on the basis of the real ROI of marketing, cmos have the ability to improve business operations and increase marketing effectiveness. Samsung CMO Eric Kim, who was recently ousted by Intel as a leader in its brand revival, has demonstrated this smartly by applying the law to improve the marketing skills of many product line and division managers. This makes Samsung an efficient, brand-focused company.

What impedes CMO marketing?

How can a CMO prove that focusing on brands helps the business? The answer lies in the need for more useful, rule-based provisions.CXO UNION-CXO联盟cxounion.cn

In the past, the cost increases that accumulated and ignored the budget have been replaced by the accounting system of precision budgeting. With customer and market analytics data, and with old marketing techniques no longer applicable. Today’s marketers urgently need a more scientific approach to building an effective marketing strategy that can speak to the CEO and CFO. The CEO is looking for an actual return on investment per cent. Not an annual or quarterly budget, but a real-time report. As a result, ceos are increasingly eager to see the possible rewards of future strategies. Marketing, too, has evolved from cost budgeting to strategic investment.

All businesses are increasingly accountable to their shareholders for real return on investment, and cmos are responsible for that. Brand-focused companies tend to have the best strategy and execution, which in some ways demonstrates the value of cmos. We are very surprised to see that in many of the most valuable international brand companies. The top executives have a strong brand focused strategy and management capabilities.CXO UNION-CXO联盟cxounion.cn

Brand-focused companies are more inclined to use marketing techniques that also have proven real return on investment. Rather than vague promises or “marketing statements” that are difficult to understand. This focus on the higher principles has brought success to the business. For example, you only have to step into the hallway of Dell computers and look at their posters with the slogan “If you can’t measure it, you can’t do it well” to get a sense of the importance of this concept to Dell’s marketing strategy.

So why are so many companies unwilling or unable to apply these fixed rules?

That’s because the real return on investment in marketing is far more complex than the real return on investment in finance. In the latter, both investment and return can be clearly measured. And to predict marketing success, a series of key performance indicators must be selected to be calculated in order to have a credible measurement basis.CXO UNION-CXO联盟cxounion.cn

Brand focused enterprises, in the marketing of the actual return on investment measurement. To be far more than those brand strength is not strong, or brand crisis enterprises. Brand-focused companies invest heavily to win consumers’ awareness of their own brands and transform this awareness into a huge brand concept. So as to closely connect with consumers. Brand-focused companies can even take the long view to invest in the key performance indicators necessary to assess their marketing performance more regularly than other companies.

Booz Allen Hamilton research shows that 45 percent of brand-focused companies periodically assess “wallet share” (the percentage of total consumer spending on products sold), compared with only 24 percent of non-brand-focused companies, and more importantly, more than 60 percent periodically invest in brand building. In contrast, only 20% of non-brand focused companies are trying to control the additional cost of the product and adjust the price accordingly.

Contradictions and challenges faced by CMO

Why are so many companies unwilling to take a more precise look at their brand success chances? One possible reason is that marketers worry that companies with weak brands or brand crises will reduce marketing creativity. In China, there are other factors, such as an over-reliance on guanxi. Some companies also worry that it will subject management to more open obligations and increase reliance on group management.CXO UNION-CXO联盟cxounion.cn

This again explains the paradox that companies increasingly need a CMO to take advantage of marketing opportunities. Yet are held back by deep-seated fears. In many companies, the creativity and innovation of the marketing function is considered more important than the research of numbers and the design of models to obtain financial forecast results. This is understandable, of course. However, the lack of sophisticated measurement skills at the top of marketing can lead to opportunities for success slipping away. Which in turn makes many companies reluctant to create a CMO. The challenge is to focus creativity on the activities that bring the most value to the company (precise measurements, crunching numbers, designing models to come up with financial projections).

To gain influence in the C-suite, cmos also need to become more comfortable using the laws of economics. One thing they should show is that they have the same level of economics as other senior leaders.CXO UNION-CXO联盟cxounion.cn

Although, the analysis of key performance indicators has a long history, especially in the field of fast-moving consumer goods.

But in other areas, the need for a systematic and comprehensive set of evaluation indicators is rapidly increasing. Xerox now uses the six-sigma theory to analyze a range of marketing effects, from department-wide expense generation to per-salesperson expense. Home Depot has a sophisticated computer model that analyzes marketing spending, product sales, and regional changes affecting retailers, and based on the analysis, it can introduce specific products in certain markets. Walmart uses highly sophisticated consumer analysis to adjust its inventory and brands. The actual return on investment in marketing is one of the most difficult figures to measure precisely in retail. Because all the micro-level details are difficult to quantify. But if you do this, you will quickly build a comprehensive advantage. That’s how Walmart’s CMO became famous!CXO UNION-CXO联盟cxounion.cn

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