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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<p 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class=\"has-medium-font-size\">\u8981\u60f3\u5728\u4f01\u4e1a\u7684C\u5b57\u5934\u9ad8\u5c42\u95f4\u8d62\u5f97\u5f71\u54cd\u529b\uff0cCMO\u8fd8\u9700\u8981\u66f4\u81ea\u5982\u5730\u8fd0\u7528\u7ecf\u6d4e\u5b66\u6cd5\u5219\u3002\u6709\u4e00\u70b9\u4ed6\u4eec\u5e94\u8be5\u5c55\u73b0\u51fa\u6765\u4e00\u81ea\u5df1\u62e5\u6709\u548c\u5176\u4ed6\u9ad8\u5c42\u76f8\u5f53\u7684\u7ecf\u6d4e\u5b66\u6c34\u5e73\u3002<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u867d\u7136\uff0c\u5173\u952e\u7ee9\u6548\u6307\u6807\u7684\u5206\u6790\u7531\u6765\u5df2\u4e45\uff0c\u5c24\u5176\u662f\u5728\u5feb\u901f\u6d88\u8d39\u54c1\u9886\u57df\u3002\u4f46\u662f\u5728\u5176\u4ed6\u9886\u57df\uff0c\u5e02\u573a\u4eba\u5458\u5bf9\u5efa\u7acb\u4e00\u5957\u7cfb\u7edf\u3001\u7efc\u5408\u7684\u8bc4\u4f30\u6307\u6807\u7684\u9700\u8981\u6b63\u5728\u8fc5\u901f\u589e\u5f3a\u3002\u65bd\u4e50\u96c6\u56e2\u73b0\u5728\u8fd0\u75286\u897f\u683c\u739b\u7406\u8bba\u6765\u5206\u6790\u4e00\u7cfb\u5217\u5e02\u573a\u8425\u9500\u7684\u6548\u679c\uff0c\u4ece\u6574\u4e2a\u90e8\u95e8\u7684\u8d39\u7528\u4ea7\u751f\u5230\u6bcf\u4e2a\u9500\u552e\u4eba\u5458\u7684\u8d39\u7528\u3002Home Depot\u6709\u4e00\u4e2a\u5177\u5907\u590d\u6742\u8fd0\u7b97\u80fd\u529b\u7684\u7535\u8111\u6a21\u578b\uff0c\u5bf9\u5e02\u573a\u8425\u9500\u6295\u5165\u3001\u4ea7\u54c1\u9500\u552e\u3001\u5f71\u54cd\u96f6\u552e\u5546\u5730\u533a\u6027\u53d8\u5316\u8fdb\u884c\u76f8\u5173\u5206\u6790\uff0c\u6839\u636e\u5206\u6790\u7ed3\u679c\uff0c\u5728\u67d0\u4e9b\u5e02\u573a\u4e0a\u63a8\u51fa\u7279\u5b9a\u7684\u4ea7\u54c1\u3002\u6c83\u5c14\u739b\u901a\u8fc7\u6781\u4e3a\u590d\u6742\u7684\u6d88\u8d39\u8005\u5206\u6790\uff0c\u6765\u8c03\u6574\u5b58\u8d27\u548c\u54c1\u724c\u5546\u3002\u5e02\u573a\u8425\u9500\u7684\u5b9e\u9645\u6295\u8d44\u56de\u62a5\u7387\uff0c\u662f\u96f6\u552e\u9886\u57df\u6700\u96be\u7cbe\u5bc6\u5ea6\u91cf\u7684\u6570\u636e\u4e4b\u4e00\uff0c\u56e0\u4e3a\u6240\u6709\u5fae\u89c2\u5c42\u9762\u7684\u7ec6\u8282\u90fd\u96be\u4e8e\u91cf\u5316\u3002\u4f46\u662f\u5982\u679c\u505a\u5230\u8fd9\u4e00\u70b9\uff0c\u4f01\u4e1a\u5c31\u4f1a\u8fc5\u901f\u5efa\u7acb\u8d77\u7efc\u5408\u4f18\u52bf\u3002\u8fd9\u6b63\u662f\u6c83\u5c14\u739b\u7684CMO\u4e3a\u4ec0\u4e48\u5f97\u4ee5\u6210\u540d\u7684\u539f\u56e0!<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/06\/CXOUNION\u65b0\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">Why is the average tenure of a CMO only a quarter that of a CEO<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">Across the globe, new communications technologies, customer segments, and the rise of personalized products and services are making the CMO&#8217;s role increasingly challenging. But the core problem is that many companies don&#8217;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.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">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&#8217;s job is to deliver and execute the marketing strategy and nothing else.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">This gap has often led to questions about the appropriateness of cmos. The problem is that in non-brand focused organizations, cmos really don&#8217;t work effectively with the CEO.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">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. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">Yet more than half of companies&#8217; 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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">Therefore, understanding the CEO&#8217;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.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Define the responsibilities of the CMO appropriately<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">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.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">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.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Brand support: <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">In many organizations, the CMO&#8217;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. <\/p>\n\n\n\n<p class=\"has-medium-font-size\">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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Brand strategy execution: <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">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. <\/p>\n\n\n\n<p class=\"has-medium-font-size\">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&#8217;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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">What motivates the CMO<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">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&#8217;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.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">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&#8217;s role is necessary, and the company&#8217;s senior management and board of directors understand this.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">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 &#8211; which is obviously unlikely.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Today&#8217;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. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">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&#8217;s efforts, but the entire enterprise.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">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.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">What impedes CMO marketing?<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">How can a CMO prove that focusing on brands helps the business? The answer lies in the need for more useful, rule-based provisions.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">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&#8217;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.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">Brand-focused companies are more inclined to use marketing techniques that also have proven real return on investment. Rather than vague promises or &#8220;marketing statements&#8221; 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 &#8220;If you can&#8217;t measure it, you can&#8217;t do it well&#8221; to get a sense of the importance of this concept to Dell&#8217;s marketing strategy.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">So why are so many companies unwilling or unable to apply these fixed rules? <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">That&#8217;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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">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&#8217; 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.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Booz Allen Hamilton research shows that 45 percent of brand-focused companies periodically assess &#8220;wallet share&#8221; (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.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Contradictions and challenges faced by CMO<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">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).<\/p>\n\n\n\n<p class=\"has-medium-font-size\">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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Although, the analysis of key performance indicators has a long history, especially in the field of fast-moving consumer goods. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">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&#8217;s how Walmart&#8217;s CMO became famous!<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76dfcxounion.cn<\/mark><\/p>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u672c\u6587\u7531<a href=\"http:\/\/cxounion.cn\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn<\/a>\uff09\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8e\u7f51\u7edc\uff1b\u7f16\u8f91\/\u7ffb\u8bd1\uff1aCXO UNIONCXO\u8054\u76df\u5c0fO\u3002<\/p>\n\n\n\n<p class=\"has-text-align-center has-medium-font-size\">\u5982\u9700\u52a0\u5165<a href=\"http:\/\/weixin.qq.com\/r\/fxJxaVHE1AyrrRUK90dt\">CXO UNION\uff08CXO\u8054\u76df\uff09<\/a>\u9ad8\u7ba1\u793e\u7fa4\uff0c\u8bf7\u8054\u7cfb\u793e\u7fa4\u5c0f\u4f19\u4f34\u54e6~<\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/06\/CXOUNION\u65b0\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u514d\u8d23\u58f0\u660e: \u672c\u7f51\u7ad9(<a href=\"http:\/\/www.cxounion.cn\/\" target=\"_blank\" rel=\"noreferrer 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