CEO @ CMO Huddles | Podcast host for B2B CMOs | Leading CMO Coach | AdAge CMO columnist | author Renegade Marketing | Inspiring B2B greatness via Community, Coaching + Content | Ben Franklin nut
“I changed my title to Chief Market Officer,” shared a CMO from a $800mil SaaS brand. “Why do we have the only role in the C-suite with an activity-based title?” the CMO added. Knowing that other high-profile CMOs like Latané Conant used “Market” instead of “Marketing,” I held my tongue. Until now. But before I disparage this semantic sleight of hand, let’s review the rationale commonly offered for making this switch: 🔦 Perception: “Market” implies the role is about strategy and leading versus executing tasks; ⚡ Recognition: “Market” elevates the role on par with the other executives; 🔬 Scope: “Market” signifies a wider scope encompassing all market-related strategies and operations; ⌛ Evolution: “Market” reflects the increasingly data-driven and customer-centric nature of the role; These are all desirable outcomes. And no doubt CMOs could use a reputational boost right now. Trust in their expertise is waning. CEO expectations of rapid-pipeline acceleration are out of whack with how marketing works. Or should I say, “How markets work!” Unfortunately, the argument for rebranding Chief Marketing Officer to Chief Market Officer is as shallow as the one often made for redesigning a logo or changing a brand’s color palette. Changing a title does not change the impact of the role any more than a new coat of paint affects a termite-infested barn. The true measure of a CMO's effectiveness lies in their actions, strategies, and contributions to the organization's success, not in the wording of their title. Let's not confuse the “market” with a new title. Instead, let's focus on the meaningful change that CMOs can uniquely deliver. Here’s that agenda: 🐧 Time management: Spend more time leading marketing than doing marketing; 🐧 Strategic leadership: Create and gain consensus for a 3-year strategic go-to-market plan that recognizes the interdependencies of product, sales, marketing, and CX; 🐧 Board management: Avoid conversations about tactical specifics. Talk about the big stuff and act in the interest of the entire org; 🐧 Employee leadership: As the best communicator in the organization, treat employees as audience #1 and make sure they appreciate and can articulate your unique selling proposition; 🐧 Customer-Centricity: Marketing without customer insights is like an atmosphere without oxygen. Own the research process and Customer Advisory Boards. Ensure your customer experience is so good that testimonials are as plentiful as summer sunshine. 🐧 Foster Collaboration: Lead by example. While other execs try to build fiefdoms, be the ultimate partner. Set the agenda and share the credit. And if all else fails, turn your CEO into an industry star. It’s not as “suck-uppy” as it sounds. A well-orchestrated thought leadership initiative around your CEO can drive awareness, speaking slots, and pipeline. Making your boss look good always works. [NOTE: If you’re a B2B CMO contemplating this approach, I’m happy to share my experience.]
Nick Eades
1w
“Chief Commercial Officer” does a better job of covering all 4 Ps, frankly.
I used to call myself the CCO Chief Connection Officer 🤩
Asad Haroon
1w
Having been a CMO, I have to agree that a Chief Marketing Officer, by any other name, would lead just as effectively - especially if they focus on the agenda that you laid out. ✨
Drew Neisser The idea that a CMO's effectiveness and reputation lies in their contributions to the organization's success, not in the wording of their title is spot on. This topic is very important for CMOs. Having been a 3x CMO and now running a consulting business, I have seen this and lived it. CEOs expect that Marketing make a tangible contribution to their business, and it is incumbent on Marketing to prove this with credible metrics and a program that supports the company's business goals. This can't be in marketing speak, this needs to be in credible business terms that are important to the rest of the C-Suite and Board, such as contribution to the sales pipeline, and marketing-driven revenue. Only then will the marketing function and the CMO get the same respect as the other functions and the rest of the C-suite. Would love to hear other thoughts on this.
Alan Hale
1w
Looking for good b2b marketing practices is like shining a flashlight on a diamond mine hoping to stumble on a diamond
loved this with my Saturday morning coffee!
Ben S.
1w
why the AI image though?
Agreed on the thought leadership to make your CEO and peers shine as experts. Just don't forget to do this for yourself as well if you're a CMO.
President and Founder, GPS Customer Strategies
1wWhile I agree with your agenda, I do like the rebrand to “Market”, or maybe “Markets”. Too many top execs look down their noses at marketing and communications, thinking that anyone can do it. It is somehow both a necessary and non-core function. “Markets” opens up another dimension that may have more weight in a CEO’s mind. It speaks more to market expansion while also referencing financial markets (something that today’s highly incentivized CEO may actually focus on a little too much). So yes, let’s do marketing better. But it would help to also elevate the function.