CMOCISION-缩小沟通和营销差距（英文）-2021.01正式版

EXECUTIVESUMMARYBRIDGINGTHEGAPFORCOMMS&MARKETINGBuildingCohesionintheAgeofCustomerDisruptionBRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYTABLEOFCONTENTS46INTRODUCTIONKEYFINDINGS11CONCLUSION121415222223EXPERTCOMMENTARYBEST-PRACTICELEADERSHIPDEMOGRAPHICSABOUTCISIONABOUTCMOCOUNCILPARTNERS&AFFILIATES©CopyrightCMOCouncil.AllRightsReserved.20202BRIDGINGTHEGAPFORCOMMS&MARKETINGFULLREPORTSNAPSHOT195%DETAILEDCHARTS&GRAPHSfeaturingdataresultsfrom14%150+marketingandcommsleadersonthestateofmediaalignment17%TOP5TECHNOLOGIESdrivingcohesion10DEEP-DIVEEXECUTIVEPERSPECTIVEINTERVIEWSwiththoughtleadersacrossmarketing,communicationsandagenciesonhowtobridgethemarketing-commsgapI’mtryingtodrivemyPeopledon’tcarethatamessagecamefrommarketingorcommunications.Theydon’tevenknowthedifferencebetweenpaid,ownedandearnedmedia.Butconflicting,inconsistentmessageswillconfusepeople.organizationaroundamoreagiletypeofthinking,wherewehaveworkteamsasopposedtohardlinesilos.EVANKENTSUNITAMENONSchneiderElectricVPIntegratedMarketingIBMFormerExecutiveDirector,Data-DrivenCommunications©CopyrightCMOCouncil.AllRightsReserved.2020BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYINTRODUCTIONThroughoutthisglobalpandemicandthesocialunrestfollowingthedeathofGeorgeFloyd,brandshavehadtocommunicateinathoughtfulwayandstillbeeffective.PRprofessionalshavebeenresponsibleforcraftingeverythingfrompressreleasestostatementsonsocialmedia,allwhileadaptingtheirearnedmediastrategiesandcampaigns.Tothatsameend,marketingteamshavehadtochurnouteffectiveownedandpaidmedia.Brandsthatdidn'tseemauthenticonsocialmediawerecriticizedfornotprovingtobegenuine.“There’sbeenatremendousamountofbacklashforcompaniesthatjustpostsomethingwithnomeatbehindit.”“Thebrandsthatweren’tpreparedforcertainstatements,lookedverymisalignedandthewholecompanysufferstheconsequences,”saysMelanieHuet,executivevicepresidentandchiefmarketingofficeratSertaSimmonsBedding.“There’sbeenatremendousamountofbacklashforcompaniesthatjustpostsomethingwithnomeatbehindit.”—MelanieHuet,ExecutiveVicePresident&ChiefMarketingOfficeratSertaSimmonsBeddingAccordingtoanewCMOCouncilsurveyofbrandleaders,81%saidthechangeinglobalbusinessclimateduetothepandemichasledtoadefiniteriseinearnedmediaeffortsandimportance.Morethanever,marketingandcommsteamsneedtobealignedtoensuremessagingisconsistentacrosspaid,owned—andespeciallyearnedmedia.Withthemajorityoftheworldnowspendingsignificantlyisolatedathomeandisolated,peopleareconsumingandsharingmassiveamountsofdigitalmedia.Inmanycases,digitalmediasingularlyimpactsbuyingdecisionsandhowconsumersfeelaboutbrands.Withoutpropermarketing-commsalignment,ownedmediadoesn’tgetamplified,paidmediaefficiencyfalls,andconflictingearnedmediamessagesconfuseandfrustratecustomers.MARKETINGLEADERSCAN’TAFFORDMISALIGNEDDIGITALMEDIA“Asamulti-channelretailerthatsawthetemporaryclosureofallourbrick-and-mortarstores,wequicklyreallocatedourpaidcampaignsbyscalingbacktopfunnelandfocusingondirectresponsecampaignstooure-commercewebsite,”saysAngelaHsu,seniorvicepresidentofmarketingandeCommerceatLampsPlus.Tobetterunderstandthechallengesofmarketing-commsalignment,theCMOCouncil,inpartnershipwithearnedmedialeaderCision,surveyedover150brandleadersandconductednearlyadozenin-depthinterviewswithexecutivesfromSchneiderElectric,IBM,Nokia,SertaSimmonsBedding,StorCentric,LampsPlus,CertifiedFirst,CenterforCreativeLeadership,R&RPartnersandInnerWorkings.©CopyrightCMOCouncil.AllRightsReserved.20204BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYNearlyeverysurveyrespondentagreedmarketingandcommsaremoderatelyorstronglyalignedasitrelatestoearned,ownedandpaidmediaoutput.Inthesurvey,sevenoutof10brandleaderssaidleadership,marketingandcommsarealignedinstrategicmediaactivities.Andnearlytwooutofthreefeltthey’reeffectiveatintegratingandamplifyingearnedmediatodrivecustomerexperienceandengagementstrategies.Formanybrands,marketingandcommsteamsfallunderasingleleader,usuallytheCMO,whokeepsawatchfuleyeon—andensuresconsistentthemesandmessagingcutacross—allmediachannels.“Thebeautyofhavingmarketing,training,andcorporatecommunicationsteamsunderoneroofistheabilitytodrivealignment,allowingforfullleverageofcontentformaximumcompanygrowthbenefitandquickresponsewhenchallengesoccur,”saysEricLuftig,globalseniormarketingexecutive.Doesthismeanthereisn’tanalignmentproblem?Notquite.Adeeperdiveintothesurveyresultsshowscracksinthemarketing-commsfoundation.Withearnedmediaunderthepurviewofcomms,andownedandpaidmediacontrolledbymarketing,it’snosurprisetheyansweredsurveyquestionsdifferentlyaboutgoals,resourcesandmedia-channeleffectiveness.“Ifyouhavedifferentobjectivesandpriorities,thenthemessagingwillbeinconflictandyouwon’tpresentaconsistentstorytoyourconsumersandkeyexternalstakeholders,”Huetsays.Underscoringalignmenttroublesisadecades-olddysfunctionalrelationship.Commsandmarketingteamsareoftenadversariesbattlingforbudgetandrespect.Earnedmediaundercommswasn’tdeemedasimportantaspaidandownedmediaundermarketing,yetearnedmediahasrecentlybeenabletoproveotherwise.“Peoplehavehadthemisconceptionthatmarketingislouderbecauseit’smoreaboutleadgenerationforsales,”saysSunitaMenon,formerexecutivedirectorofdata-drivencommunicationsatIBM.“Butcommunicationshasabroaderview,abiggermissiontobethevoiceofthecompanyforallstakeholders,notjustsales.”Thisreportdetailsthebestpracticesandtechnologiesforovercomingthechallengesthatbrandleadersfacewhenaligningmarketingandcommsteams.Brandleadersacrossindustriesalsosharedwhatthemarketing-commsrelationshipmightlooklikeinthefuture.Ourfindingsarebasedonasurveyfrom150marketingandcommsexecutivesand10in-depthinterviewswithexecutivesfromcompaniesincludingIBM,Nokia,SchneiderElectric,LampsPlus,CertifiedFirst,CenterforCreativeLeadership,R&RPartnersandInnerWorkings.©CopyrightCMOCouncil.AllRightsReserved.20205BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYKEYFINDINGSAFAILURETOCOMMUNICATEWhilesuccessandopportunitiesofmarketingandcommsworkingwelltogetherareabundantintheCMOCouncilsurvey,nevertheless,realevidenceofseriousalignmentproblemsstillexists.Theareasofdisconnectincludesomeusualsuspectslikestrategicmediaactivities,returnoninvestmentfordifferentmediatypes,andtheperformanceofearnedmedia,tolessobviousandconsistentareasincludingtheverycausesofmisalignmentitself.Whythedisparity?Oneofthethemesthatemergedfromourstudyisthatmarketingandcommsdon’treallyunderstandeachother’sroles.Theonethingtheydoagreeon?Earnedmediatodateisnotperformingtoitspotential.MARKETERSMAYNOTBEGRASPINGTHECHALLENGEOFEARNEDMEDIA“Earnedmediaishardbecauseitmustbeearned.Hencetheword‘earned’,”formerIBMerMenonsays.“Unlikepaidandowned,youcan'tcontrolit(butyoucaninfluenceittosomeextent).”Acustomercanpostavideoonsocialmedia,andyou’llseethestockpricegodowninstantaneously.”“Earnedmediaishardbecauseitmustbeearned.Hencetheword‘earned’.”Ontheflipside,afeaturedarticleorpositiveproductreviewdrivessignificantexposure.Asearnedmediaemergedasacriticalwaytoengagecustomers,marketingbegantoseeitasmoreofamarketingchannelthanacommschannel.Nokia’smarketingteam,forexample,believeditscontentcouldleadtoearnedmediabutfeltthecommsteam—SunitaMenon,FormerExecutiveDirector,Data-DrivenCommunications,IBMwasover-occupyingthechannelwithnot-so-newsworthypressreleasesandlosingtheattentionofthepress.“Thecommsteamdidn'tknowexactlywhatcampaignsmarketingwasworkingon,andmarketingdidn’tfullyunderstandtherolecommsplaysinoutreach,”saysSandroTavares,globalheadofmobilenetworksmarketingatNokia.©CopyrightCMOCouncil.AllRightsReserved.20206BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYMISUNDERSTANDINGOFROLESANDMEDIACHANNELSGOESBOTHWAYSForinstance,ourstudyfounddisagreementovertheefficiencyofownedmedia,traditionallycontrolledbymarketing.Whenaskedwhichmediachannelgeneratesthemostreturnoninvestment,marketingleadersfeltownedmediahadthehighestreturnoninvestment.Butcommsleadersdisagreed,pointingtopaidmediaashavingthehighestreturnoninvestment.Amongexecutivesinterviewedforthisreport,theemphasisonowned,earnedandpaidmediawasdecidedlymixed.Theonlycertaintyisthatrecenteventshavejumbledprioritiesandupendedthemarketing-commsrelationship.Forinstance,SaminaSubedar,vicepresidentofmarketingatStorCentric,doubledhereffortsinearnedandownedmedia.Shewarnsifearnedandownedmediaaren’tinalignment—say,aLinkedInpostisatoddswithacorporatepresentation—theresultwillbecustomerconfusion.“Withearnedmedia,we’reutilizingPRstronglytogainmoremindshare,”Subedarsays.“We’realsonotgoingtotradeshowsandface-to-faceeventsanymore,soconferencesbecomewebinarsandproductdemosbecomevideocontent.”WHAT’SHAPPENEDTOPAIDMEDIAINTHEAGEOFCOVID-19?KevinBriody,vicepresidentofglobalmarketingattheCenterforCreativeLeadership,putpaidmediamostlyonice.Hesaysadvertisementspushingproductssoundedtonedeaf.Briodyalsonearlytripledownedmediaintheformoffreewebinarsandvirtualevents.“Ourintegratedmarketingteamhadtoshiftgears,whileourcommsprofessionalsjustwentintooverdrive,”Briodysays.“Thecommsworkloadexploded,intermsofgeneratingnewcontent,adaptingoldcontent,placingexpertsandgettingpresshits.”Don’tgiveuponpaidmedia,countersFletcherWhitwell,chiefmediaandpublishingofficeratR&RPartners,anadvertising,marketing,publicrelationsandpublicaffairsagencyinLasVegas.Asclientspulledbackonpaidmedia,Whitwellhashadtomakeacompellingcase.Withoneclient,hewasabletoshowthatpaidmediacontributedalmost20%oftheclient’sobjective,thatis,thenumberofstorevisits.Butearnedmediasuchassocialpostsonlyengagedonetofivepercentoffollowers,whileownedmediaemailshadapaltry20%openrate.“There’saroleforpaidmedia,”Whitwellsays.“That’swhyallmediatypeshavetoalignandunderstandwhateachcontributestothebottomline.”©CopyrightCMOCouncil.AllRightsReserved.20207BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYMAKINGACONNECTIONFormarketingandcommstocreatebetteralignment,itwouldhelpiftheteamsagreedonthecausesofmisalignment—andoursurveyshowstheydon’t.Whenaskedtoidentifythetopthreechallengesinaligningmarketingandcomms,marketingleaderscitedfunctionalsilos(55%),differentKPIsandobjectives(41%)andproblematicreportinglines(41%).Butamongcommsleaders,thetopchallengewasbudget.Disparityinbudgetsisastickingpointinthemarketing-commsrelationship.Marketingteamstendtobemuchbiggerandgetmorebudgetduetotheirinfluenceonrevenue.Thisisreflectedinthesurvey’squestionaboutwhatmetricsareimportantinyourjob.Marketing’stopmetricsweresalesleadsandrevenuecontribution,whereascomms’topmetricwasawareness.MARKETINGLEADERSCANSTILLLEVERAGEBESTPRACTICESFORBETTERMARKETING-COMMSALIGNMENTAccordingtooursurvey,thetopthreeinternalprocessesforbetteraligningmarketingandcommsarecross-functionalteammeetings(77%),integratedcampaigns(63%)andsharedgoalsandmetrics(57%).Infact,Briodyrunsabi-weekly“editorialcouncil”meetingwithmarketingandcommsteamstocovercontentandthemesacrossallchannels,fromsocialandemailtovirtualevents.ThetopFIVETECHNOLOGIEShelpingtodrivecohesionincludeMarketinganalytics,performance,attributionSocialmediamarketingandmonitoringContentmarketingMobileandwebanalyticsBusiness,customerintelligenceanddatascience©CopyrightCMOCouncil.AllRightsReserved.20208BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYExecutivesinterviewedforthisreportsayanumbrellaorganizationalstructure,wherebycommsandmarketingteamscomeunderasinglebrandleader,isthebestwaytomaintainalignment.Considerthealternative:PriortobecomingpartnerofmarketingatVerifiedFirst,BenCornettworkedatacompanywherecommsreportedtotheCEO,notmarketing.Whenthecompanydonated$100,000toanon-profit,amajormediabrandreachedoutaskingforaninterviewwiththeCEO.Itwasthechancetomakenationalnews.ButtheCEOwasonvacation,andtheoutsidePRagencydidn’tcontactmarketingforhelp.Theearnedmediaopportunityslippedaway.“Theywerealwaysdoingsomethingthatwe,asamarketingteam,didn’tknowwhatwasgoingonandvice-versa,”Cornettsays.Outsideagencies,however,cansometimeshelpplayaroleinaligningaclient’smarketingandcommsteams.Agenciesarethefirsttoseethewarningsigns.MichelleGanz,vicepresidentofclientengagementatInnerWorkings,saysherteamoftenreceivesconflictingdirectionorfeedbackfrommultiplepeopleontheclientside.“Webecometheteamthatpullspeopletogether,”“I’mtryingtodrivemyGanzsays.“Weshowthemwhat’sbeenaskedofusfromthisdepartmentandwhat’sbeenaskedfromanotherdepartment.Thenweask,‘Howdowemakesurethatwe’reallonthesamepagegoingforward?’.”organizationaroundamoreagiletypeofthinking,wherewehaveworkteamsasopposedtohardlinesilos.”Marketingandcommsteamscanbenefitfromworkingtogethereventhoughtheyhave—EvanKent,VicePresident,IntegratedMarketing,SchneiderElectricdifferentmissions,oratleastdifferentwaysofexecutingonthesamemission.Theideaistofindareasofoverlapandcollaborationthatwillmakebothgroupssuccessful.Forinstance,commsshouldgivemarketinganadvancedlookofapressreleasesothatmarketingcanapplysocialstrategy,pay-per-click,organicsearch,SEO,keywordsandotherbestpractices,VerifiedFirst’sCornettsays.“Asamarketer,youwanttoinfluencetheearnedmediapiece,”Menonsays.“Asacommspro,youwanttoleveragepaidandownedmediabecauseitaugmentsandamplifiesearnedmedia.”Otherexecutiveshaveusedthepandemictohighlightopportunitiesforbetteralignmentbetweenthetwoteams.Suchadramaticeventcaninspirecommsandmarketingtodeconstructfunctionalsilosandpurseasharedgoaltohelpthebusinesssurvive.“Youhavetoquicklyretoolandfindnewwaystohelpsalesteamsandcustomers,leveragingthingslikestreamingwebinars,socialmediaandotherdigitalsolutions,”saysLuftig,globalseniormarketingexecutive.©CopyrightCMOCouncil.AllRightsReserved.20209BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYALIGNMENTONTHEFLYThepandemicmightevenleadtonewwaysofaligningmarketingandcomms.Inordertoensureproperandconsistentmessagingduringthechaoticdaysofthepandemic,EvanKent,vicepresidentofintegratedmarketingatSchneiderElectric,quicklyputtogetheraseven-personteammadeupofspecialistsfrommarketingandcomms,aswellasotherfunctions.“Wehadoureyesandearsoneverything:what’scurrentlyinthemarket,whatneedstobepulled,what’sourpivotmessaging,whatgoesoutonsocial,howtorampup180digitaleventsinthreemonths,”Kentsays.“Wewereempoweredtomakedecisions.”NowKentenvisionsafuturewherethisisthemodusoperandi.Thatis,ateamiscreatedontheflyforamarketingprojectorcampaign,essentiallydoingawaywithhardlinesbetweensilosthatcanleadtomisalignment.Echoingthissentiment,theCenterofCreativeLeadership’sBriodysays:“IfwhatI’veseeninthelastfewmonthsisanyindicationofthefuture,strategiesandresourcescanshiftquicklyandyoucan’tbelockedinfunctionalroles.There’sgoingtobealotmoreblendingofskillsacrosstheboard.©CopyrightCMOCouncil.AllRightsReserved.202010BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYCONCLUSIONWhatwehavelearnedfromthesurveyofbrandleaders,aswellasbestpracticeinterviews,isthatthereisroomtocreatebettermarketing-commsalignment.Severalkeypointsquicklyemergeasbigtakeawaysfromthestudy:Encourageabetterunderstandingofeachother’sfunctions.Betteralignment,collaborationandteamworkhappenwheneveryoneunderstandseachother’sfunctions,rolesandvalue.Watchformisalignmentindicators.Evenifbrandleadersthinkmarketingandcommsarealignedwell,crackscanappearjustbelowthesurface.Andtheconsequencesofpooralignmentaretoogravetoignore.Checkwithoutsideagenciesorneutral,unbiasedthird-partiestoseeifthey’regettingmixeddirectionandfeedback.Lookforsignsofaturfwarforearnedmedia.Re-evaluateorganizationalstructure.Marketingandcommsteamsshouldreporttoasinglebrandleaderresponsibleformaintainingalignment.Attheveryleast,commsshouldhaveadottedlinetothemarketingleaderinordertopreventsilos.Considercreatinga“liaison”roletoensuremessagesfrombothmarketingandcommsconsistentlyservespecificusers.Adoptcollaborationbestpractices.Brandleadersshouldconsiderregularmeetingsbetweenmarketingandcommsteams,sharedcalendars,integratedcampaigns,commongoalsandmetrics.Throughcollaboration,thetwoteamswilllearnaboutandappreciateeachother’srole.Imaginenewwaysofworking.Shiftingrolesandresourcesmaybecomethenewnormal.Brandleadersshouldconsiderwaystobecomemoreagileandadaptable.Thismaymeanhiringpeoplewhoarewillingtopitchinoutsideoftheircomfortzonesorstandingupadhocteamsfortemporaryprojects.Withtheserecommendations,brandleaderscanachieveimprovedalignmentbetweenmarketingandcomms.Thiswillresultinamorecohesivestoryacrosspaid,ownedandearnedmedia—andamoreengagedcustomer.©CopyrightCMOCouncil.AllRightsReserved.202011BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYEXPERTCOMMENTARYMAGGIELOWER,CMOATCISIONInorderformarketingandcommstoachievetrueintegrationwemustfirstattaincollaborationwithintheoneconstantbothteamscanagreeupon:data.BothteamsneedtotreatdataasthesinglesourceoftruthandhavesomeonewiththeskillstointerpretthatdataasitrelatestospecificKPIsinordertounderstandprogress.Whenthetopicofcommsandmarketingintegrationhasbeenapproached,it’sbeenfromaplaceofhowwecanusetwoseparatestrategiesfromtwoseparateteamsinordertoproveKPI’sfortheorganization.We’verelieduntilthispointontwosetsofmetricsystems-oneformarketingandoneforcomms-wheninrealitywearenowabletouseasinglesourceofdatainordertoprovehowthechannelswithintheorganizationareproducing.However,beingabletointerpretthedatacorrectlyinordertomakeitworkeffectively,iskey.INTEGRATIONOFTWOSTRATEGIESOneofthemainroadblocksinintegratingmarketingandcommunicationshasbeenthedifferentsuccessmetricsthateachisdeterminedby.Communicatorshavefrequentlyreliedonreputationandvanitymetricsinordertoassesstheirprogresswithintheorganizationwhilemarketersrelyheavilyonsalesleadsandrevenuecontribution.We’reallpointingtowardsthesamegoal-whichistoincreaserevenueand,insomecases,brandawareness-intheorganization,sowhynotcombinethetwoprogramsinordertoeffectivelyachievethis?©CopyrightCMOCouncil.AllRightsReserved.202012BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYUSINGDATATOCOMBINEROLESOrganizationalleadersneedtoencourageabetterunderstandingofeachother’sfunctionswithintheorganization,theKPI’smarketingandcommsshouldusetodeterminesuccess,andwhatspecificdataateamhasreliedoninthepastcoupledwithhowit’sbeenread.Didtheteamshavetherightdatatrackinginplace,butinterpretitincorrectlyorinexpertly?Canthingsbetightenedupastheteamsworktointegratebetter?Arethingsbeingmeasuredbecausetheycanbeorbecausetheyshouldbe?Regularreflectionsshouldbemadetoensuremeasurementmatchesoverallbusinessgoals.Answeringthesequestionshelpsmarketingandcommsfunctiontogetherasacohesiveteam,whichisespeciallyimportantindifficulttimes,suchasacrisiscommssituation.Acomprehensivemeasurementsystembuiltontopofasmoothinternalcommunicationssystemisvitaltohaveinplacebeforeanycrisisstrikes.READINGTHEDATAACCURATELYHavingaccesstothedataisonethingbuthavingtheskillstounderstanditissomethingseparate.Youneedsomeoneonyourteamthatcaneffectivelyassessthedataandcommunicateitinbothmarketingandcommunicationlingoinordertocarryoutthestrategy.Whatthestructureofthisrole(orroles)willlooklikedependsonyourteam’sresources;ifyou’relucky,youcanhaveoneortwodedicated“datascientists”tohelpyourteamstayontopofeverythingyou’redoingandinterprettheresultstokeepyouontherighttrack.Smallerteamsmightneedtoinvestintrainingcertainmemberstoincorporateelementsofbeingadatascientistintotheirrole—orsimplyinvestintoolsthatdotheheavyliftingforyou.COVID-19hasundoubtedlyimpactedallteams,butgoodhascomeoutofthrowingeveryonetogether-yet-separatelyathomesinceteamshavebeenforcedtotakeahardlookathowtheyareputtogetherandhowtheyworktogether,inordertocommunicateaunitedfrontinternallyandexternallyduringthepandemic.©CopyrightCMOCouncil.AllRightsReserved.202013BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYBEST-PRACTICELEADERSHIPKEVINBRIODYEVANKENTCenterforCreativeLeadershipSchneiderElectricVicePresident,GlobalMarketingVicePresident,IntegratedMarketingSUNITAMENONIBMMELANIEHUETSertaSimmonsBeddingFormerExecutiveDirector,Data-DrivenCommunicationsExecutiveVicePresident&ChiefMarketingOfficerMICHELLEGANZInnerWorkingsSAMINASUBEDARStorCentricVicePresident,ClientEngagementVicePresident,MarketingSANDROTAVARESNokiaBENCORNETTVerifiedFirstGlobalHeadofMobileNetworksMarketingVicePresident,PartnerMarketingERICLUFTIGFLETCHERWHITWELLR&RPartnersFormerlyofVictaulic,NordsonandGeneralElectricChiefMedia&PublishingOfficerGlobalSeniorExecutive-Marketing,Commercial&OperationalExcellence©CopyrightCMOCouncil.AllRightsReserved.202014BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYDEMOGRAPHICSQ1Whatisyourtitle?ChiefMarketingOfficerEVP/SVPofMarketingVPofMarketingHeadofMarketingDirectorofMarketingChiefCommunicationsOfficerEVP/SVPofCommunicationsVPofCommunicationsHeadofCommunicationsCommunicationsDirectorVPofMarketingandCommunicationsDirectorofMarketingandCommunicationsAgencyExecutiveCEO/BoardMemberOther©CopyrightCMOCouncil.AllRightsReserved.202015BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYQ2Whatbestdescribesyourcompany'sindustrysector?InformationtechnologyProfessionalservicesFinancialservices/InsuranceMedia,publishing,entertainmentHealthcare/Lifesciences/PharmaceuticalsEducationElectronicsandmiscellaneoustechnologyGovernment/not-for-profitTravelandhospitalityTransportationWholesale/distributionTelecommunicationsFoodandbeveragesRetailCPG/CDGConstructionManufacturingEnergy/UtilitiesOther©CopyrightCMOCouncil.AllRightsReserved.202016BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYQ3Howwouldyoudescribeyourcompany'smarketfocus?38%Hybrid50%B2B12%B2C©CopyrightCMOCouncil.AllRightsReserved.202017BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYQ4HowlargeisyourcompanyinUSDRevenue?Lessthan$50million$50millionto$100million$101millionto$500million$501millionto$1billion$1.1billionto$5billionGreaterthan$5billion©CopyrightCMOCouncil.AllRightsReserved.202018BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYQ5Howlargeisyourstaff/team?Lessthan1010-3030-5050-100100-200200-300Morethan300©CopyrightCMOCouncil.AllRightsReserved.202019BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYQ6Inwhichregionisyourcompanyheadquartered?NorthAmericaSouthAmericaEuropeAfricaMiddleEastAsiaPacific©CopyrightCMOCouncil.AllRightsReserved.202020BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYQ7Inwhichregion(s)doesyourcompanyoperate?NorthAmericaSouthAmericaEuropeAfricaMiddleEastAsia-Pacific©CopyrightCMOCouncil.AllRightsReserved.202021BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYABOUTSPONSORSTheChiefMarket