Book contents
- Frontmatter
- Contents
- Figures
- Tables
- Contributors
- Editor's Acknowledgments
- 1 Introduction – Leading within and across the functions
- Section I The Business Imperatives
- Section II The CXOs: Within the Functions
- 5 The Chief Marketing Officer – Creating, delivering and communicating value to customers
- 6 The Chief Sales Officer – Sell, sell, sell!
- 7 The Chief Supply Chain Officer – Designing and managing lean and agile supply chains
- 8 The Chief Manufacturing Officer – Process execution, improvement and design
- 9 The Chief Financial Officer – A capital position
- 10 The Chief Technology Officer – Corporate navigator, agent of change and entrepreneur
- 11 The Chief Information Officer – Achieving credibility, relevance and business impact
- 12 The Chief Human Resources Officer – Delivering people who can deliver
- 13 The Corporate Governance Officer – From company secretary to manager of governance processes
- 14 The Chief Communications Officer – Leading strategic communications
- 15 The SBU President – Perhaps the best job for the CEO-in-training
- 16 CXOs and the Line – Serving the internal customer
- Section III The CEO and the Leadership Team – Pulling it all together
- Conclusion
- Index
- References
5 - The Chief Marketing Officer – Creating, delivering and communicating value to customers
Published online by Cambridge University Press: 19 August 2009
Edited by
Book contents
- Frontmatter
- Contents
- Figures
- Tables
- Contributors
- Editor's Acknowledgments
- 1 Introduction – Leading within and across the functions
- Section I The Business Imperatives
- Section II The CXOs: Within the Functions
- 5 The Chief Marketing Officer – Creating, delivering and communicating value to customers
- 6 The Chief Sales Officer – Sell, sell, sell!
- 7 The Chief Supply Chain Officer – Designing and managing lean and agile supply chains
- 8 The Chief Manufacturing Officer – Process execution, improvement and design
- 9 The Chief Financial Officer – A capital position
- 10 The Chief Technology Officer – Corporate navigator, agent of change and entrepreneur
- 11 The Chief Information Officer – Achieving credibility, relevance and business impact
- 12 The Chief Human Resources Officer – Delivering people who can deliver
- 13 The Corporate Governance Officer – From company secretary to manager of governance processes
- 14 The Chief Communications Officer – Leading strategic communications
- 15 The SBU President – Perhaps the best job for the CEO-in-training
- 16 CXOs and the Line – Serving the internal customer
- Section III The CEO and the Leadership Team – Pulling it all together
- Conclusion
- Index
- References
Summary
This chapter first traces the development of the marketing function over the past fifty years. Then, following a survey of current and emerging developments in global markets, the authors identify three key roles for the contemporary CMO: technical specialist, customer advocate and strategic contributor. The tasks facing the CMO in these roles are examined in detail. To round out this exploration, the chapter then sets out the important factors in the CMO's relationships with other key CXOs. In conclusion, the authors look ahead and suggest that the effective future CMO will continue to focus on differentiation of products, building and exploiting brands, and getting the company's culture, perhaps even more critically than the structure, to express the value of responsiveness to the customer.
The role of the chief marketing officer
Marketing cannot concern itself simply with brand identity guidelines, good television commercials, and rising awareness scores. Marketing is about building new businesses, divesting unprofitable ones, and leading customer-focus across the organization.
(CMO, global food company)In many product-driven companies, the marketing strategy is the company's strategy. It is the job of the chief marketing officer (CMO) to keep the company on a growth path, delivering customer value and creating shareholder wealth.
Corporate growth is under constant threat. The tectonic shifts that erode competitive advantages are similar across industries: commoditization, decreasing loyalty rates and power shifting towards distribution partners. There is a never-ending drive to cut costs, increase sales and introduce innovative products.
Information
- Type
- Chapter
- Information
- Leading in the Top TeamThe CXO Challenge, pp. 71 - 97Publisher: Cambridge University PressPrint publication year: 2008
References
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