A matter of multiple CMO personas

Report reveals CMOs cluster into six distinct personas, with a growth mandate high on the agenda

When it comes to today’s CMO, there is no one-size-fits-all skillset. But a new study by Forbes Insights has revealed marketing chiefs are now falling into six clearly defined personas.

The report, The Growth CMO: Personas and Potential , surveyed 318 global CMOs and senior marketing executives in 2014 and was undertaken in collaboration with SAP and gyro. While these personas have individual strengths and weaknesses, more than 90 per cent want a growth mandate of some sort, be it top line, market share or segment development.

The six personas are:

  • Strategic Guru: More likely to be a long-time marketer with strategy-oriented responsibilities at a larger organisation, where mastering process and influencing colleagues is paramount.

  • Dynamic Orchestrator: Achieves high scores on agility, despite having a big personality and desire for control. The dynamic orchestrator also performs well under pressure surrounds themselves with people who have high capabilities.

  • Selective Defender: Picks the right battle to defend the marketing turf. The selective defender is less ambitious and more risk-averse than average. This persona type is less ambitious and more risk averse than the other categories.

  • Conventional Coach: Carries out static plans under rigid controls for larger, slow-growth companies. While conventional coaches tend to engage less in social media and e-commerce, they are pressured to demonstrate marketing ROI and often clashes with other functions over budgets, targets, and deadlines.

  • Demand Driver: Typically comes from a sales background and has CRM and lead-generation responsibilities. The demand driver’s strength is co-ordinating activities across channels and touch points. However this persona generally scores poorly when it comes to technology use and talent recruitment.

  • Untapped Potential: Traditionally works in slow-growth companies with weak corporate cultures and talent pipelines as well as tight internal controls.

Significantly, Forbes found today’s CMOs want to “influence strategy”. Yet only one in eight clears all necessary obstacles to be considered part of the elite group of high-performing growth CMOs.

Omni-channel marketing, digital channels and big data are common struggles and areas of conflict for CMOs. Ownership of digital channels and social media among CMOs is also low, often leading to issues with other business functions.

Key differentiators between high-performing marketing organisations and less successful teams include the level of planning and internal controls in place, the marketing team’s ability to listen and learn collectively, as well as the budgets and income available to drive marketing’s goals.

According to the Forbes report, maturity around the role of the CMO within the company, and the level of partnership with other functions, also has a significant impact on the marketing organisation’s performance overall.

The report authors said it was misguided to assume the ‘CMO’ title means the same thing to all organisations. Yet common themes emerge such as analytics, research, intelligence, advertising and branding, all of which are increasingly data driven and strategic.

Forbes also noted two-thirds of CMOs don’t have a marketing background, with operations and business development the most common auxiliary skill sets.

CMO Australia conversation on LinkedIn: CMO Australia, join us on Facebook: https://www.facebook.com/CMOAustralia, or check us out on Google+: google.com/+CmoAu

Join the newsletter!

Or

Sign up to gain exclusive access to email subscriptions, event invitations, competitions, giveaways, and much more.

Membership is free, and your security and privacy remain protected. View our privacy policy before signing up.

Error: Please check your email address.
Show Comments

Blog Posts

3 marketing mistakes to overcome when courting prospective customers

Marketing that urges respondents to ‘buy now’ is a little like asking someone to marry you on your first date. At any time, only 3 per cent of the market is looking for what you’re selling, so the chances of your date randomly being ‘The One’ is pretty slim.

Sabri Suby

Founder, King Kong

Why are we dubious about deep learning?

The prospect of deep learning gives those of us in the industry something to get really excited about, and something to be nervous about, at the same time.

Katja Forbes

Founder and chief, sfyte

Why you can’t afford to fail at CX in 2019

In 1976 Apple launched. The business would go on to change the game, setting the bar for customer experience (CX). Seamless customer experience and intuitive designs gave customers exactly what they wanted, making other service experiences pale in comparison.

Damian Kernahan

Founder and CEO, Proto Partners

Red Agency YouGov Galaxy Report, February 2019 Predictors Study. https://redagency.com.au/re...

Vanessa Skye Mitchell

DNA-based marketing: The next big thing?

Read more

RIP holden

Max Polding

Marketing professor: For Holden, brand nostalgia ain’t what it used to be

Read more

Where does the claim that 2 million Australians have tested come from ? Anecdotal information suggests that this is way off the mark.

David Andersen

DNA-based marketing: The next big thing?

Read more

Thank you for the info , being part of a digital marketing agency in kerala , this proved handy and get to know with upcoming trends. htt...

Dotz Web Technologies

Predictions: 9 digital marketing trends for 2019

Read more

So who then is correct? The Research or The skilled Digital people.

Anene

Report reveals Australia faces digital skills shortage

Read more

Latest Podcast

More podcasts

Sign in