Based on a survey of 228 global marketing leaders, this CMO-centric study uncovers five areas where CMOs are expected to accomplish more than ever. Feelings of both pressure and opportunity accompany the CMO role in the digital era. In this webinar Kyle Lacy, Director of Global Content and Research, ExactTarget Marketing Cloud and Frances Yu, Director of Strategy Practice, Deloitte, dive deeper into the report and explain how CMO’s are balancing serving vs. selling, moving from data aggregation to action and insight, navigating real-time automation, and beyond. This webinar explains the research survey results to pave the way for CMOs and marketing leaders to meet—and surpass—rising expectations.

1. Main Title Slide
Subtitle, Speaker Name etc.

2. Speakers
Kyle Lacy
Director, Global Content Marketing & Research
Salesforce ExactTarget Marketing Cloud
Frances Yu
Director, Deloitte Consulting LLP
Customer and CMO Services

3. CMO Profile and Methodology

4. Main Title Slide
Subtitle, Speaker Name etc.

5. Main Title Slide
Subtitle, Speaker Name etc.

6. The CMO and 5 Expanding Expectations
• Expectation 1: Take On Topline Growth
• Expectation 2: Own the Customer Experience
• Expectation 3: Dig Into Data-Based Insights
• Expectation 4: Operate in Real Time
• Expectation 5: Master the Metrics that Matter

7. Take On Topline Growth
Expectation 1

8. 53% 52%
43%
38% 38%
27%
1%
0%
10%
20%
30%
40%
50%
60%
Greater Rev.
Growth
Responsibility
Greater Need for
Data/Analytics
Personnel
Greater
Ownership of
Customer Facing
Teams/Channels
Greater Customer
Service Role
Greater
Technology
Budget
Greater
Ownership of
Internal Functions
Alignment
Other
Marketing capabilities have been expanded to enable or directly influence
revenue generation, moving buyers through the entire engagement cycle
Respondents were permitted to select multiple answers. Thus, percentages don’t equal 100%.

9. Take on topline growth… what we have seen
CMOs in high tech and telecom sectors are leading in owning revenue
marketing.
TRENDS
• Continuing investments in big data, analytics, and social intelligence to understand
which behaviors lead to purchase and how to influence them
• Developing of new response functions plotting sales lift in addition to lift in other
engagement or brand-building metrics
• CMOs owning sales targets or sales proxies as personal metrics, in addition to
traditional brand and customer metrics
• Establish a demand-gen function to own outbound channels and actions
• Expand CMO scope to drive product and pricing, and think customer experience
strategically

10. Take on topline growth… what we have seen
CMOs in high tech and telecom sectors are leading in owning revenue
marketing.
CASE EXAMPLE
• One of CMO’s goals is MQL and SQL. CMO reorganized the entire organization and
marketing process flows to enable seamless flow of ideas  design  campaign
execution  measurement; established a demand gen function, with designated VP
whose sole goal is demand gen

11. How has the rise of digital and
democratization of analytics
changed Marketing’s
responsibilities and focus?

12. Own the Customer Insights
and Experience
Expectation 2

16. Moments matter economy has created a race to customer insights. Many
versions of the customer experience exist.
32%
23%
18%
13%
8%
4% 3%
0%
5%
10%
15%
20%
25%
30%
35%
Greater Need for
Data/Analytics
Personnel
Greater Customer
Service Role
Greater
Ownership of
Internal Function
Alignment
Greater
Ownership of
Customer Facing
Teams/Channels
Greater
Technology
Budget
Greater Rev.
Growth
Responsibility
Other
Respondents were permitted to select multiple answers. Thus, percentages don’t equal 100%.

17. Take on customer experiences…
CMOs in high tech and telecom sectors are leading in owning revenue
marketing.
TRENDS
• New systems that (a) track data at the individual, not segment, level across all
touchpoints and (b) present marketers with an integrated view across
• Interfaces that allow firms to visualize and quickly interpret volumes of information
quickly to take action
• Inexpensive (economically and computationally) predictive models that forecast
purchase likelihood from smalls strings of data
• Linkages to other IT systems, allowing customer data to influence operational decisions
dynamically

18. How well are you prepared for being the
steward of moments that matter across all
touchpoints from product to marketing?

19. Dig Into Data-Based Insights
Expectation 3

20. 61% 60% 59%
50%
30%
4%
0%
10%
20%
30%
40%
50%
60%
70%
Data Acquisition Testing &
Optimization
Flexible / Agile
Marketing Processes
Campaign Attribution Organizational
Optimization
Other
It’s all about customers… what we have heard
Top 3 Internal Marketing Priorities for 2014 (N = 208)
Truly break down the walls between internal and external structured and unstructured, to
deliver insights in an agile manner, is a focus across many leading brands

21. 52% 51% 51%
42%
34%
29%
3%
0%
10%
20%
30%
40%
50%
60%
Demand
Gen/Customer
Acquisition
Personalized
Experiences
Customer Engagement Loyalty Marketing Channel
Expansion
Social Advocacy Others
It’s all about customers… what we have heard
Top 3 External Marketing Priorities for 2014 (N = 208)
We see great consistency between top internal and external marketing priorities, centered
around customers

22. It’s all about customers… what we have seen
The rise of engagement-driven marketing and content marketing (e.g. rise of
“brand as an experience”, newsroom / journalism, and “chief content officer”)
TRENDS
• Conversational engagement: use of social media and mobile to promote two-way
conversation; Emergence of sponsored social as companies use influencers to spark
conversations and gain awareness of the brand in “native environments”
• Engagement content marketing where the brand experience is taken to consumers to
participate with the brand through personalized and interactive channels of retail, digital
(e.g., blogs, live chats, product ratings) and live events
• Hyper-targeting to drive engagement, leading to increase conversion and advocacy.
• Testing-driven engagement optimization continuous use of testing to increase
effectiveness

23. CASE EXAMPLE
• Launched an interactive online “experiences” to promote loyalty and engagement, and
cross marketing/commerce boundary, which resulted in significant increase in return
visits, CLV, and lead capture, and access to deep personalization data
• Highly interactive mobile app that leverages web and social data to provide personalized
in-store offers to influence in-store buy decisions and customer loyalty, led to playful
mobile experience that integrates with physical and web, boosted the bottom line and
increased engagement score, higher conversation rates
It’s all about customers… what we have seen
The rise of engagement-driven marketing and content marketing (e.g. rise of
“brand as an experience”, newsroom / journalism, and “chief content officer”)

24. What are the key challenges in customer /
partner / ecosystem acquisition and
engagement that you’re addressing today?

25. Operate in Real Time
Expectation 4

26. 16%
20%
23%
25%
26%
32%
33%
33%
48%
63%
26%
36%
35%
37%
34%
36%
32%
31%
29%
22%
50%
43%
34%
34%
32%
30%
30%
34%
22%
14%
Web Personalization
Marketing Automation
Mobile Notifications (incl. Push)
Social Media Advertising
Text Messaging (SMS)
Social Media Engagement & Listening
Display/Banner Ads
Data Management & Segmentation
SEO&SEM
Email Marketing
Use frequently today Use infrequently today Plan to use Don't plan to use
Response Percentage
Operate in real time… what we have heard and seen
Areas of Organizational Focus (N = 209)

27. 41% of consumers buy more from brands
who send personalized emails based on past
buying behaviors.

38. 25% lift in sales if the transactional message
includes personalized product
recommendations.

39. Master the Metrics that Matter
Expectation 5

40. 53%
42%
39%
36% 36%
33%
25%
1%
0%
10%
20%
30%
40%
50%
60%
Returnon
Investment
EngagementRate
(Opens/Clicks)
Conversion
Rate
Marketing-Qualified
Leads
LifetimeCustomer
Value
Audience
Growth
Social
Influence
Others
Master the metrics that matter… what we have heard
3 Most Important Metrics You Use to Measure Success (N = 208)

41. 53%
42%
39%
36% 36%
33%
25%
1%
0%
10%
20%
30%
40%
50%
60%
Returnon
Investment
EngagementRate
(Opens/Clicks)
Conversion
Rate
Marketing-Qualified
Leads
LifetimeCustomer
Value
Audience
Growth
Social
Influence
Others
Master the metrics that matter… what we have heard
3 Most Important Metrics You Use to Measure Success (N = 208)
While ROI is a desired metrics for marketing
accountability, many CMOs struggle with ROI definition when
they start to move into adjacent or new markets

42. What mechanism do you have in place to
measure ROI?
How do you allocate marketing investments
across Corporate marketing and BU / product
marketing?

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