How to appoint a reliable chief marketing officer

2022-10-01
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How to appoint a reliable chief marketing officer? What are the practical challenges faced by marketing

marketing is a tool to segment the market, find unmet needs and create new solutions. If you do well in marketing, you will have the future of the enterprise

another challenge is to find new ways to get information and provide it to people who can benefit from it. Advertising has always been the main force to reach a large audience, but its influence, especially the influence of 30 second commercial advertising, is declining. There are too many messy messages. People are increasingly busy with inernet, video games, sending and receiving e-mail, and even need to buy special devices to screen such messages. It becomes more and more difficult to catch anyone's attention for 10 seconds

the third challenge is that customers have received more education and are proficient in more market knowledge than in the past. They can search the competitive characteristics and prices of any product variety they are interested in. To some extent, if consumers feel that there is little difference in products, they will pay more attention to whose asking price is the lowest. Therefore, the challenge for marketers is to reflect the product differentiation in the reality or psychological perception of consumers

senior managers gradually ask marketers to explain their role financially, hoping to know whether the money spent on marketing is effective

how should the marketing department develop to solve this increasingly complex problem

the marketing department needs to upgrade existing functions and add new functions. The four traditional functions of the marketing department are marketing research, advertising, sales promotion and sales management. Each function has become more mature. In addition, the marketing department must add new functions such as direct mail, marketing, public relations, sponsorship activities, event marketing, network marketing and so on. The vast majority of people in the marketing department will engage in downstream marketing, that is, to help salespeople sell more existing products and services. The marketing department also needs some people to engage in upstream marketing to find new markets and imagine what new products they can provide

the marketing department should not hesitate to introduce highly skilled and professional talents. People who are proficient in data mining, modeling and deep psychological analysis can play a valuable role in solving the complex puzzle of marketing

what should marketers do to succeed in such an environment

marketers must work hard and work smarter. When what they need has a strong budget support, things are simple. Now, marketers have to manage the explosive increase of media, communication channels and distribution channels, not only domestic, but also global

senior managers began to put pressure on marketers to measure the impact of different marketing campaigns and activities with return on investment. Marketers must learn to explain their activities in financial terms

I really want to warn those who want to become brand marketers not to start with marketing. They should start from sales. They should have more in-depth work experience in advertising, public relations, events and other aspects. They should work in the service department and be members of new product development projects

how does an enterprise appoint a chief marketing officer

multi department enterprises should appoint chief marketing officers (CMOS) to summarize and improve the marketing quality of enterprises. At the same time, CMO has the properties of anti ash and Anti Dirt re deposition. Working in the headquarters of the company, CMO is essentially at the same level as other executives, such as chief financial officer (CFO), Chief Information Officer (CIO), and chief technology officer (CTO)

the chief marketing officer (CMO) should not only take the temperature correction into account to improve the marketing ability of the enterprise, but also enhance the corporate and personal brands, discover new product opportunities, and bring the voice of customers to the topics of senior managers. This is a high requirement

how do you view the rise of customer relationship management? Will it help enterprises? Or is it just a fashion

Customer Relationship Management (CRM) is not fashionable. The more we know about individual customers, the better our service will be. We can identify opportunities for upward selling and cross selling. If we can satisfy them more, we can keep them as customers for a longer time. If we can't satisfy our customers, we are likely to lose them, so we need an associated database to access customer information. Our salesmen, brand managers, market investigators, dealers and others should be able to access this database. Through data mining, we can find new trends and new subdivisions

not all enterprises adopting CRM operate well. It is estimated that about 40% of CRM enterprises are disappointing. These enterprises are not ready, just because their competitors bought it and bought this promising tool themselves. They are not fully customer-centric enterprises, and this tool is not fully useful. Now, CRM has developed to the second stage when such a situation can be considered. Both sellers and buyers are more mature. Enterprises choose CRM more carefully and are ready to gain competitive advantage by knowing more information about customers

how to distinguish between enterprises that are good at marketing and enterprises that are not successful in marketing

successful marketing enterprises are those that are good at innovation, opening up new markets and continuous learning. Without investment in innovation and change, enterprises will eventually fail. Innovation requires organizations that want to win the war, and organizations that pay attention to the evolution of target customers and their needs. Such organizations are willing to accept new products and service concepts. In fact, they are eager to obtain these ideas from R & D, customers, retailers, advertising agencies and other shareholders

such enterprises know when to support attractive ideas and when to kill them. They use the method of backstage entry to shield bad ideas as soon as possible in August 2016, so that good ideas can be implemented. But the implementation process is very careful, accompanied by continuous feedback information collection. Feedback can make marketers open their eyes to new problems and opportunities. The learning process may require marketers to revise strategies, strategies, and even goals

great marketing enterprises can concretize the evolution of market offerings. Starbucks is not just a coffee retailer. Its stores now also sell audio-visual products. It sells products in supermarkets and spreads all over the world. Steve Jobs, CEO of apple computer, not only launched the iPod product for storing music, but also saw the evolution of the product before its competitors, knowing that it will develop into a product that can store hundreds of photos, and then develop into a video product. Before the early iPod version completely saturated the market that competitors were interested in, he was ready to dismantle its usable parts. He would not allow others to lead the evolution of the product

on the contrary, failed enterprises fail to monitor new technologies, new lifestyles and new competitors. Automakers such as general motors and Ford had enough time to observe and learn from Japanese automakers, but their response was too slow. It was not until the 1970s that they produced low-quality small cars in response to Japan's successful small cars. It is too late for them to learn how to produce better cars. They are lagging behind in the production of new energy-efficient hybrid engines. Failed enterprises are bureaucratic and arrogant. They don't look at the outside world, just look at themselves in the mirror

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