O N E T O U G H Q U E S T I O N : M A R K E T I N G L E A D E R S H I P

BE A MARKETINGMAESTRO

DO YOU HAVE WHAT IT TAKES TO LEAD SUCCESSFULLY IN TODAY’S FAST-CHANGING MARKETING ENVIRONMENT?

S P O N S O R E D B Y

Picture this: You’re standing

in front of an orchestra, baton

gingerly guiding the troupe of

musicians to play in harmony.

But as soon as the string section

starts to learn their piece of

the symphony, the violinists

need to stop to upgrade their

bows. Then you see that the

strumbola just doesn’t work in

an orchestra, but you need to

keep the music playing while

testing whether a mandolin will

serve to fill the gap or you just

need to add more violas.

This is what it’s like to be

a marketing leader today. It’s

clear that marketing is complex

and fast changing. As a result,

some of the talents required to

succeed as a marketing leader

have changed. We asked 12

industry experts to cite the

most important skill or trait that

marketing leaders need today

to ensure not only their own

success, but the success of their

team, as well. Here, their insight:

–Ginger Conlon

TABLE OF CONTENTS

5 Stella Goulet, CMO, Avanade Matt Weiss, Global CMO Havas Worldwide, Managing Partner Havas Worldwide NY

9 Barton Goldenberg, President, ISM Inc. Loni Stark, Senior Director, Strategy and Product Marketing, Adobe

11 Lisa Nirell, Chief Energy Officer, E nergizeGrowth LLCTeisia Park, Digital Mar-keting Manager, Bitly

7 Maya Mikhailov, CMO, GPShopperBrent Leary, Partner, CRM Essentials

6 Lisa Arthur, CMO, Teradata Marketing Applications

4 Scott Heimes, CMO, Digital River

8 John Dillon, CMO, Denny’s

8 Jayna Cooke, CEO, EVENTup

Marketing.teradata.com

SCOTT HEIMESCMO, Digital River@ScottHeimes @DigitalRiverInc

Marketing has long been a fitting profes-sion for creative thinkers with the ingenuity to craft campaigns that reach customers in new ways. The need for this skill set has not changed, despite the fact that market-ers are charting new ways of connecting people to products. But creativity alone isn’t enough. Analytics and the ability to understand and leverage data to improve the success of campaigns and, ultimately, drive sales are paramount in today’s da-ta-driven economy.

In the next decade the demand for marketing managers will grow by near-ly 13%, according to the Bureau of Labor Statistics. I believe that the people best prepared to fill those jobs are marketing leaders who can function more like data scientists. Marketing, particularly with ad-vances in social media, has become da-ta-intensive. Campaign decisions are no longer based on past experience, intu-ition, or historical data. These decisions are carefully made through streams of data coming in from a variety of static and real-time sources. Insights are help-ing marketers tap into the minds and wal-lets of customers to better understand what they’re buying, why, and how; creat-ing personal experiences; and converting shoppers into loyalists. Without a doubt, the most successful marketing leaders to-day are those who can guide their teams with insights backed by data. But the most successful marketing leaders of tomorrow will be those who creatively leverage this data to generate the most unique and rel-evant customer experiences.

STELLA GOULETCMO, Avanade@StellaGouletCMO @AvanadeInc

Marketing has grown in complexity as companies become digital businesses and buyers change. The most important skill marketing leaders need to suc-ceed in this environment is the ability to expand their thinking beyond the traditional sphere of marketing.

They must become part of the business leadership and help drive com-pany strategy. They must share joint goals and collaborate with other busi-ness leaders; for example, working with HR on branding and building a digital workplace.

Thinking outside traditional marketing boundaries also means developing a strong, collaborative relationship with IT. This is particularly important as technology’s role in marketing grows. To succeed, marketing and IT leaders must share a unified digital vision, which Avanade calls the Chief Information Marketing Officer (CIMO) perspective. The CIMO perspective allows an orga-nization to harness the combined power of marketing and IT to deliver bet-ter digitally enabled experiences for their customers and other audiences.

Improving the customer experience across digital channels is essential to supporting the business objectives of organizations. And while many parts of the business touch the customer, someone needs to have the single view to ensure a consistent experience—and marketing is best placed to do that.

Marketing leaders also need to set a vision and ensure that their team has the right capabilities, tools, and cultural fit. This requires going beyond the creative aspects of marketing. It means building a team of people who are able to manage and understand data, gain insights to make better decisions, and help customers realize better results.

MATT WEISSGlobal CMO Havas Worldwide, Managing Partner Havas Worldwide NY@havasww

Technical skills and a deep understanding of modern marketing are table stakes to-day. Without question the best marketers relentlessly focus on the customer at both a macro-aggregate and individual level. However, truly elite-level marketers have a distinctive—and rare—quality that raises the game entirely: vision. That is, setting an ambitious brand vision informed by data, technology, consumer insights, and in-stinct. Done well that moves a brand from good to great.

LISA ARTHURCMO, Teradata Marketing Applications@lisarthur @Teradata_Apps

In a word: Collaboration. Today’s marketing leaders must be able to work collaboratively. CMOs need to be change agents—driving an “outside-in” approach to im-proving the customer experience—and that work can’t be done if marketing is toiling away, locked in a silo.

For too long collaboration across the enterprise has been perceived as a relinquishing of control, rather than an opportunity to build on shared strengths. But now technology has disrupted the landscape to the point that growth simply won’t happen unless market-ing works cooperatively with other business functions. Collaborative approaches and processes are essential to attaining individualized, customer-centric market-ing, and are made even better as you simultaneous-ly work to align the C-suite and other stakeholders to deliver on that vision.

Start by opening up a dialogue, one that helps you better understand how marketing can work with oth-er functions to drive revenue. From there, develop a strategic framework that will drive synergy with other departments. Follow these four steps:

1) Determine shared vision and goals. Align on definitions, as well as on roles and responsibilities.

2) Make everyone a part of marketing. Create new communication channels, circulate reports, host regular team meetings; whatever it takes to keep everyone on the same page.

3) Remain transparent. Share updates often.

4) Communicate results with the entire company.

Every time you show finance how you can drive im-provement in returns or demonstrate to sales how your leads are moving through the pipeline, you’ll strengthen your collaborative “muscle” and reinforce the very relationships necessary for continuous reve-nue growth.

MAYA MIKHAILOVCMO, GPShopper@GPShopper

One of the most important skills today for marketing leaders is the ability to understand—and be flexible to—the changing landscape and marketing mix. With new tools emerging almost daily (Meerkat…no, now Periscope!) evolu-tion is inescapable. A successful marketing leader not only inspires her team, but also remains inspired by technical and cultural progress. It is imperative that we stay ahead of the curve, keeping our skill set updated with continu-ing education, research, and networking. The flip side is being able to sift through the noise and really understand where your brand voice is authentic and where it’s forced. It can be tempting to jump on the latest tech fad, but at the core we still have to remember our intrinsic message and target audience.

Another critical skill is the dedication and respect for analytics and KPIs. Digital marketing has fundamentally changed the measurement and ac-countability of marketing as a whole. We now have the data; it’s about letting that data speak to us. John Wanamaker’s adage of knowing that roughly half of your marketing is working yet not knowing which half is flawed simply doesn’t cut it in today’s world. Marketers need to know not only how to effectively communicate to their audience, but also how defin-itively that messaging is performing across various channels.

BRENT LEARYPartner, CRM Essentials@brentleary

The growing amount of data generated by customers, devices, and commu-nities gives marketing even more understanding of consumers in an increas-ingly near-time manner. This creates even more responsibility for marketing leadership to help other areas of the business understand what kinds of ex-periences are needed to stay aligned with customer needs and expectations. So, it’s incredibly important for marketing leaders to take a lead position in architecting an insights superhighway of sorts, where important information can quickly and easily be distributed to positively impact customer engage-ment across the organization in real time.

JOHN DILLONCMO, Denny’s @DillonJohnW @DennysDiner

Aggressive flexibility: The ability to adapt and change marketing plans on a dime based on your results. There’s magic in data. But data is available to such a degree that you have to know what you’re looking for. You also have to have the intellectual curiosity to ask, “What if?” Create hypotheses and see if they play out.

JAYNA COOKECEO, EVENTup @JaynaCooke @EVENTup

Technology has turned the marketing world on its head. With new platforms and tools popping up nearly every day, resourcefulness (aka, the ability to deal with new situations), is hands down the most important skill in a marketing leader today. For example, marketing leaders need to be able to take a deep dive into every new search release from Google, and then interpret how these changes impact SEO and other marketing strategies down the line. The same applies to so-cial media and experiential marketing.

Ultimately, a solid marketing leader needs to understand and interpret a variety of different channels.

BARTON GOLDENBERGPresident, ISM Inc.@BGoldenbergISM

The old adage that “marketing is half science and half art” is the key to your own success and that of your marketing team. Increasingly, successful market-ers are turning to data-driven decision making—based on insightful data ana-lytics—to make key decisions, including delivering the right product or service to the right customers at the right time via the right channel.

Does this imply that the artistic side of marketing is destined for the Smith-sonian museum? Of course not—but it does mean that the successful marketer on the one hand learns the skills to be a “creative” marketer (to determine how to secure more real-time data coming from brand-loyal customers sensitive to privacy issues) and on the other hand learn the skills to be a ”technical” mar-keter (to harness more real-time data coming from external sources and new tools for smarter decision making).

How hard is it for marketers to master the “half science/half art” challenge? Not very hard once they realize that to be successful they have to think out-side of the traditional marketing box. The solution rests in marketers’ ability to create a marketing/technical partnership within their organization, whereby they work in collaboration with analytical subject matter experts to ensure that they’re making meaningful, data-driven decisions. Any marketer that makes decisions based on “‘art” alone does so at his own peril.

LONI STARKSenior Director, Strategy and Product Marketing, Adobe@lonistark @Adobe

Marketing has changed a great deal in the past few years because of mobile and social media. However, even if the most conservative predictions on Internet of Things are true, we’re still in-fants on the digital transformation journey. It’s estimated that by 2020 there will be 35 billion con-nected devices shipped. Half of the devices and digital experiences available in 2020 have yet to be imagined and made available to the masses. Marketing is about to get a lot more interesting. Two traits critical for marketing leaders to capitalize on in these uncertain times are: • Relentless empathy toward the needs of the customer well after the first purchase• Courageous curiosity to learn and experiment with innovative approaches made possible by technology, with the goal of building consumer trust by delivering value

A calculated risk followed by fast-course corrections is the best path to success in my opin-ion. Marketing has always been known as a contact sport. In the age of digital that’s never been truer.

TEISIA PARKDigital Marketing Manager, Bitly@bitly

Understanding the importance of, and having the knowledge to, execute data-driven marketing is essential to running a successful marketing team. Historically, it’s been challenging to prove marketing ROI. Today, with all of the various tracking methods and abundance of predictive and data-collecting software, it’s not only possible to prove ROI down to the dollar, but also to make smarter, more informed decisions for all marketing initiatives. The ability to build and empower a team that is knowledgeable of these numerous methods and platforms will propel any marketing team to success.

LISA NIRELLChief Energy Officer, EnergizeGrowth LLC@lisa_nirell

Most of the CMOs I know and work with have all the skills they need. In an era where we’re expected to know more, I suggest that marketing leaders take a step back and ask a different question: “How can I be more?”

We now live in an era where big data can augment decision making, score leads, generate outbound email campaigns, and nurture customers. It’s re-freshing to see how technology is contributing to the CMO’s personal and organization-wide scorecard. Most are taking prudent risk, garnering more technology budget, and gaining greater confidence to shepherd the total customer experience.

As I learned while writing The Mindful Marketer, our temptation to become enamored with, and overly dependent on, technology solutions comes at a price. It overshadows our ability to foster wisdom and discernment. This qual-ity can only be cultivated when we practice empathy with others, and create time to activate reflection, curiosity, and wonder. That’s where innovation and a passion for our work arise. Our teams will notice the change in our way of operating, and want a piece of that passion, too.

The poet Mary Oliver summarizes it well:“The man who has many answersis often foundin the theaters of informationwhere he offers, graciously,his deep findings.

While the man who has only questions,to comfort himself, makes music.”