The work of the head of marketing has become increasingly difficult and increasingly complex. To the functions that had to perform traditionally have been adding new tasks that have been making their day to day have become much more complex. For example, the irruption of social networks and their conversion into one of the key issues in the marketing strategy forced these managers to take on related functions. Even in those larger companies with very large teams, the CMO (Chief Marketing Officer) has to know what social networks are and how they work to be able to make global decisions about them.
It is not the only key element that they have to add to the list of their knowledge, responsibilities and elements that they must control. Technology in general has become increasingly crucial in marketing strategy and has been adding to the list of capabilities that must be demanded of the chief marketing officer, the CMO. In fact, there are some who argue that this manager should have a certain hybrid character and should assume functions of one terrain and another, a sort of mixture between the marketing manager and the genius of technology.
But the fact is that the role of the CMO has been complicated even beyond that and has become more and more complex as the market has become more and more complicated in turn. Consumers have become more demanding , they have begun to ask for more and more concrete things for companies and have set the bar for what they expect from brands on a higher and higher ground.
And in that field the CMOs have to begin to be almost political; or almost change the word for diplomats. The top marketers have to do political or almost diplomatic work in their relationship with consumers.
The question is how they should act and whom they should be content. At the outset, it should not be forgotten that the work of marketing managers is going to be ‘voted’ by consumers and that, therefore, will have to navigate among the many sensitivities of these to make their messages connect with the audience and convince As consumers become more and more activists and consumer decisions are increasingly based on principles-related issues, it is becoming more and more crucial to be able to connect with them at that level.
The CMO evangelist within the company
But the CMO’s diplomatic role is not only linked to its relationship with consumers but is also connected to the relationship with other workers. The CMO does not just have to be happy and convinced its bosses, it has to convince an ever-expanding range of executives to make things happen as they want.
In a market where marketers not only need to make their decisions but also modify almost structural elements of the company to adapt them to the times they are, it is increasingly necessary that they be able to ‘sell’ things well to other executives and executives who will make decisions in other areas that will also affect them.
Throughout the year, in fact, many senior marketing managers have been seen pitching speeches about what they believe and what they expect, speeches that are not just for the world but also for their own peers. They are pointing efforts to get ‘their own people’ to line up with them and follow their instructions.
Since many of the decisions that marketing managers make are completely changing what was traditionally done or are involving cuts and reorientations in the strategy (many large multinationals just announced millionaire cuts in the traditional advertising budget, for example), no they have more choice than to do a work of evangelization. They have to convince others that this is the most correct way to achieve their goals.