DOMO：新的营销运作方式报告（英文版）(24页).pdf

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1、Marketings New M.O. Why marketing leaders need to juggle strategic, business and operational goals better than ever before Introduction Marketing leadership can be approached from many different paths. A brand-centric organization will lead to an emphasis on big creative ideas. A marketing-led organ

2、ization requires you to always keep an eye on strategic goals. If youre in a complex customer environment, you will have an unrivaled connection to the operational needs ofmarketing. Whatever your organizations needs, youre likely to have your own personal M.O. - modus operandi, a particular way of

3、approaching marketing leadership. Of course, to succeed you will also have strength across the marketing mix but your background likely means you have a dominant area of experienceand that other areas will, by definition, be weaker. Having a singular M.O. has worked in the past, when marketings role

4、 within the organization ebbed and flowed depending on immediate needs and market trends. Its likely one of the reasons that the CMO has the shortest tenures in the C-suite as people take up newchallenges. But todays marketing organization is different. Diversification in customer segments, products

5、 and competitive threats means that the modern CMO is constantly engaged in all elements of marketing: brand building, campaign management, customer loyalty, revenue growth. The list goes on. The CMO has never been an easy job but the challenges keep on mounting. Some enterprises are even reconsider

6、ing the position of marketing within the organization and replacing the CMO role with new customer- focussed positions. To succeed in this new environment, Marketing needs a new M.O. which caters for all of these needs and allows the CMO to juggle both strategic and operational marketing priorities.