【观点】麦当劳也取消CMO了！为什么半年时间，1万多CMO升级为CGO？

自可口可乐取消设置24年之久的CMO，取而代之新的岗位——CGO，不到半年时间，CGO成了最炙手可热的C-level岗位。下面11张漫画，让你看懂CMO 与 CGO的本质不同。

上周重磅消息，麦当劳全球CMO（首席营销官）Silvia Lagnado将在今年10月离开，麦当劳的CEO Steve Easterbrook向媒体证实了此事。根据广告行业媒体Adweek报道称，麦当劳目前不会再任命新的全球CMO。难道麦当劳要学可口可乐一样设立CGO？

CGO是近来企业和营销界最Hot的话题之一，自可口可乐取消设置24年之久的CMO（首席市场官）角色，取而代之新的岗位——CGO（首席增长官），不到半年时间，我们可以通过Linkdin大数据，发现1万多家企业把CMO升级为CGO。一时之间,CGO成了最炙手可热的C-level岗位。从CMO到CGO，究竟改变了什么？我特意创作11张漫画，让你看懂两者的不同。

一、在公司内层级上的不同

过去，绝大多数企业把营销设置为一个相对较弱的C-level层，甚至很多公司只设营销总监而非CMO，而本应帮助公司实现市场业务增长的CMO，却干着战术性的工作。可口可乐把CMO升级为CGO，COO、产品VP、创新等C-level层级都向CGO汇报，CGO统领涉及市场增长的全局，层面、格局完全不同！

二、在核心能力素质上的不同

前者关注媒体传播、品牌，还有一部分CMO统管销售；右边是升级后的CGO，他要有“三头六臂”，懂市场洞察，有战略思维，有数据大脑，他是原来CMO、CSO、CIO的合体！

三、对战略规划的理解不同

谈增长，必回归到战略；谈战略，必落地于增长。然而在黑天鹅满天飞的时代，不确定性让传统的战略规划变成了“战略鬼话”，所以很少有CMO每天去翻战略部出品的报告。到了CGO这里就不一样了，他的战略规划是增长路径，外部环境一变，增长路径切换轨道，让战略在市场竞争中落地，他们要形成市场增长的地图！

四、对战略目标的理解不同

谈战略目标的理解，以前CMO从战略部或者CEO那得到的目标是“2020年实现500个亿”，激情澎拜，目标宏伟，然而立即手足无措。而升级后的CGO要学会把这些营收目标“从What 到How ”，如何抢夺竞争对手份额，如何锁定客户，如何深挖客户钱包份额，必须要让目标有实施路径！

五、对品牌的理解不同

绝大多数CMO对品牌的理解是“品牌是一种定位”“品牌是一种传播”，于是乎整个市场部天天在研究“怕上火喝王老吉”一个定位怎么崛起，文案如何疯传，消费者心智战场是CMO的品牌战场核心；CGO的格局必须提升，要更多把品牌理解成“用于吸引资源的资产”“品牌是一种指数裂变的虚拟资产”，他们琢磨的是生态赋能，让品牌资产变现！

六、对创新的理解不同

实话讲，以前绝大多数CMO与创新部门无关，比如产品部、研发部，CMO只是用市场语言保证和销售出他们“闭门造车”的物品。CGO不一样，他好比客户派驻企业的顾问，用客户价值去倒推产品创新，CGO应是企业内部创新的“客户价值代表”！

七、对营销的理解不同

营销学之父菲利普﹒科特勒曾对我说，营销是一种为客户创造价值的市场战略。而当前绝大多数CMO所做的营销，变成了传播品牌公关，与战略彻底脱离。CGO是真正把营销还原到市场竞争的核心，Marketing= Market(市场竞争中)+ing（进行时），是一种市场增长战略！

八、对数字营销的理解不同

瞧，一位又一位CMO把数字营销的核心当成了流量获取，于是他们的核心工作就是从哪儿去导入流量，线上如何传播，DSP如何投放。可是，真正战略级的营销是要贯穿客户价值创造的一切环节，让数字化贯彻到产品设计、客户管理、市场进入战略、传播等所有的价值层面，CGO要完成的是整个市场商业模型的重构！

九、对增长的理解不同

如果说CMO更多关注用户如何增长、裂变和留存，那么CGO就应该在更上一个战略格局，关注到“增长五线”，协同市场与战略，与CEO一起设置“增长五线”——撤退线、成长底线、增长线、爆发线和天际线！

“增长五线”第一线叫作“撤退线”，即收缩线，是指企业业务如何做有价值的撤退；第二线叫作“成长底线”，讲的是企业业务增长的基础；第三线叫做“增长线”，是企业从现有资源和能力出发所能找到业务增长点的一切总和；第四线叫作“爆发线”，是企业指数级爆发性增长的路径；第五线叫作“天际线”，是指企业增长的天花板在什么地方。从五根线中我们可以看到企业的增长基因。这五根线规划清晰之后，大概就可以看出企业的增长区间有多大。

惠普创始人大卫﹒普克说：“营销太重要了，以至于不能只看成营销部门的事”，德鲁克说“营销就是企业的一切”。从CMO到CGO，不是营销出了问题，而是CMO的营销功能出了问题。增长才是市场营销战略的金线，是CEO做营销决策的第一要务。下一个十年，将是真正的营销Marketing回归的时代，是市场增长战略的时代，是回到德鲁克和科特勒市场营销格局的时代。

翻译：

Less than six months after Coca-Cola scrapped its 24-year-old CMO and replaced it with a new role, the CGO, it has become the most sought-after C-level position. Here are 11 cartoons to help you understand the nature of the difference between cmos and Cgos.

Last week’s bombshell announcement that Silvia Lagnado would be leaving the company in October was confirmed by McDonald’s CEO Steve Easterbrook. According to Adweek, McDonald’s will not appoint a new global CMO at this time. Is McDonald’s going to have a CGO like Coca-Cola?

CGO is one of the hottest topics in the enterprise and marketing circles these days. Since Coca-Cola cancelled the CMO (Chief marketing officer) role that had been set up for 24 years and replaced it with a new position — CGO (Chief Growth Officer), less than half a year ago, we can find through Linkdin big data that more than 10,000 enterprises have upgraded CMO to CGO. Suddenly,CGO became the most sought-after C-level position. From CMO to CGO, what has changed? I purposely created 11 comics to show you the difference.

At the level of the company

In the past, most companies had marketing at a relatively weak C-level, and many even had marketing directors instead of cmos, who were supposed to help companies grow their marketing businesses but did the tactical work. Coca-Cola upgraded CMO to CGO, reporting COO, product VP, innovation and other C-level levels to CGO. CGO is in charge of the overall market growth, and the level and pattern are completely different!

The difference in core competence and quality

The former focus on media communication, brand, and some CMOs manage sales; On the right is the upgraded CGO, he should have “three heads and six arms”, understand the market insight, strategic thinking, data brain, he is the original CMO, CSO, CIO combination!

The understanding of strategic planning is different

To talk about growth, we must return to strategy; When it comes to strategy, we must focus on growth. However, in the era of black swans, uncertainty has turned traditional strategic planning into “strategic nonsense”, so few cmos read daily reports produced by the strategy department. When it comes to CGO, it is different. His strategic planning is the growth path. Once the external environment changes, the growth path switches to the track, so that the strategy can land in the market competition.

Different understanding of strategic objectives

Talking about the understanding of strategic goals, the previous goal CMO got from the strategy department or the CEO was “to achieve 50 billion by 2020”, with passion and great goals, but immediately at a loss. After the upgrade, CGO should learn to “from What to How” these revenue targets, how to seize the share of competitors, how to lock customers, how to dig the share of customers’ wallets, must let the target have the implementation path!

Different understanding of brand

The vast majority of CMO’s understanding of the brand is that “brand is a kind of positioning” “brand is a kind of communication”, so that the whole Marketing Department every day in the study of “fear of anger drink Wang Lao Ji” how to rise a positioning, copywriting how to go viral, the battlefield of consumer mind is the core of the brand battlefield of CMO; The pattern of CGO must be improved. Brand should be more understood as “assets used to attract resources” and “brand is a kind of virtual assets with exponential fission”. What they are thinking about is ecological empowerment to make brand assets cash!

Different understandings of innovation

To be honest, the vast majority of cmos in the past had nothing to do with innovation departments, such as product departments, research and development departments, and CMOs only used the language of marketing to guarantee and sell their “closed-door” products. CGO is different. It is like the consultant sent by the customer to the enterprise, which uses the customer value to push back the product innovation. CGO should be the “customer value representative” of the internal innovation of the enterprise!

Different understanding of marketing

Philip Kotler, the father of marketing, once told me that marketing is a marketing strategy that creates value for customers. The marketing of the vast majority of CMOs today has become the communication of brand PR, completely divorced from strategy. CGO is the core of truly restoring Marketing to Market competition, Marketing= Market(in market competition)+ing (in progress), is a market growth strategy!

The understanding of digital marketing is different

See, one CMO after another has made digital marketing the core of traffic acquisition, so their core work is where to import traffic, how to spread online, how to deliver DSP. However, the real strategic marketing is to run through all the links of customer value creation, so that digital implementation to product design, customer management, market entry strategy, communication and other value levels, CGO is to complete the reconstruction of the entire market business model!

Growth is understood differently

If CMO pays more attention to the growth, fission and retention of users, then CGO should focus on the “five lines of growth” in a higher strategic pattern, coordinate the market and strategy, and set up “five lines of growth” together with the CEO — withdrawal line, growth bottom line, growth line, explosion line and skyline!

The first line of the “five growth lines” is called the “retreat line”, that is, the contraction line, which refers to how the enterprise business makes valuable retreat; The second line is called the “bottom line of growth”, which is the foundation of business growth. The third line is called the “growth line”, which is the sum of all the business growth points an enterprise can find from its existing resources and capabilities. The fourth line is called “explosion line”, is the path of exponential explosive growth of enterprises; The fifth line is called the “skyline,” which refers to where the ceiling for corporate growth is. From the five lines we can see the growth gene of the enterprise. After the five lines are clearly planned, we can probably see how big the growth range of the enterprise is.

David Puke, the founder of Hewlett-Packard, said, “Marketing is too important to be just about the Marketing Department.” Drucker said, “Marketing is everything.” From CMO to CGO, there is not a problem with marketing, but a problem with the marketing function of CMO. Growth is the golden thread of marketing strategy, which is the first priority of CEO marketing decisions. The next decade will be the return of true Marketing, of growth strategies, of Drucker and Kotler marketing.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于网络；编辑/翻译：CXO UNIONCXO联盟小C。

如需加入CXO UNION（CXO联盟）高管社群，请联系社群小伙伴哦~

免责声明: 本网站(http://www.cxounion.cn/)内容主要来自原创、合作媒体供稿和第三方投稿，凡在本网站出现的信息，均仅供参考。本网站将尽力确保所提供信息的准确性及可靠性，但不保证有关资料的准确性及可靠性，读者在使用前请进一步核实，并对任何自主决定的行为负责。本网站对有关资料所引致的错误、不确或遗漏，概不负任何法律责任。
本网站刊载的所有内容(包括但不仅限文字、图片、LOGO、音频、视频、软件、程序等) 版权归原作者所有。任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。