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What Are the Lessons Learned by

Best-In-Class Marketers?

How do Marketing teams create value? By finding, keeping, and growing the value of customers. A MarketBridge study found that a lack of effective return on investment (ROI) metrics for Marketing undermines the average CMO’s position and value. The report notes that nearly three-quarters of the C-level executives surveyed considers the marketing organization “highly influential and strategic in the enterprise,” yet nearly two-thirds also said their top marketers don’t provide adequate evidence of ROI. Our own annual Marketing Performance benchmark study research continues to show that more than 75% of Marketing organizations still have a way to go to receive an A grade from the CEO.

This research finds that best-in-class (BIC) marketers who can demonstrate and measure their impact, value and contribution either join the C-Suite, or gain them as their champion. Those marketers who earn the top marks and serve as  value creators do four things consistently better and differently to achieve business results and C-suite support: alignment, accountability, assessment, analytics and activation. They are relentless in their pursuit of marketing excellence and regularly assess and benchmark their capabilities.

Becoming a BIC marketer on the performance management front, achieving marketing excellence, and serving as a value creator takes aspiration, perspiration, and commitment. But isn’t your credibility in the organization, your ability to influence “the big decisions,” and less resistance to securing the needed resources — worth it?

Improve and prove the value of your marketing initiatives with the countless practical resources in this learning center. To access many of these resources, you will need to join and use your log in.

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Armed with these capabilities Marketing has the tools and skills the organization needs to take a customer-centric approach, Building a customer-centric models requires the smart use of customer analytics to gain insights into the different needs of different customers. While each CMO needs to decide which metrics are most relevant, a truly customer-focused firm will employ measurements that are straightforwardly customer-centric, and it starts with estimating and tracking customer value. Knowing which customers are most valuable to the enterprise will enable a firm to allocate resources to those customers that will yield higher returns. When the CMO acts as the Chief Value Officer (CVO), the CMO can write a new contract with the CEO that establishes Marketing’s new role focusing on the management of the customer experience across all channels.

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