CMO Exchange panel: 'CMOs as Change Management Operators' by Steven Cook, Vince Ferraro, Maribel Garcia-Rodriguez, Lorena Harris and Filip Wouters. #CMOExchange #CMO.com

1. l.27.l3!
CMOs
as
Change Management
Operators

2. As a CMO,
are you
experiencing big
CHANGES
in your
leadership role?

3. managed
in
single-­‐most
What
is
the
survey says:
led
change
significant
Marke4ng-­‐
what
was
*
2012
and
that
you
the
o...
What was the most significant Marketing led change
that you managed in 2012 & what were the results?
Implemented Marketing automation system with Salesforce.com
Re-org’ed Marketing to align with other Division’s & Company goals
Sales marketing tools to differentiate Sales team - increased revenue
Integrated Marketing strategy with new products, communications, digital
Implemented financially-driven alignment process with Product & Sales -
increased attributable opportunities to Marketing … at lower cost
Increased globalization – Marketing Centres of Expertise - improved
employee engagement, leveraging of best practices, customer experience
Deployed performance based marketing measures & use of data for
actionable decision making
*CMO survey led by Kimberly A. Whitler, Indiana University Kelley School of Business PhD candidate & serial CMO

4. from
Chief Marketing Officer

5. to
Change Management Operator

6. CMOs/Senior Marketers as
Change Management Operators
- Improving Customer Engagement
- Building Relevant Brands
- Growing Revenue, Improving MROI Steven Cook @StevenCook
CMO
writer
former CMO
Vince Ferraro Maribel Garcia–Rodriguez Lorena Harris Filip Wouters
@VinceLFerraro Director, Global Marketing @harrilor @FilipAWouters
former VP Global Excellence, Bayer VP Corporate Marketing Senior Director, Integrated
Strategy & Marketing, Consumer Care Marketing, Windows Phone
Corporate & Consumer
Group

7. Understanding & proactively leading through
these changes is critical to each of us.

8. Not making Brand Marketing changes
from this …

9. ‘listening’ to your consumers like this …

10. strategic planning like this …

11. digitally engaging with your consumers like this.

12. ‘It’s Time To Raise the CMO Bar’
Chief Marketing &
Sales Officer Forum
Editor & reader pick Editor ‘Must Read’
12 Most Popular Posts of 2012 Q1 2012
www.cmo.com/articles/2012/1/24/its-time-to-raise-the-cmo-bar.html

13. ‘It’s Time To Raise the CMO Bar
Tipping point to develop NEW & IMPROVED roles for CMOs,
Marketing & Agency partners to remain relevant, valued, connected
& focused on the highest value creation strategic opportunities.
Shift from traditional CMO role & deliverables
to CGAR5 - Commercial Growth Accelerator
Relationships (‘people’ engagement)
Reputation (authentic, transparent, trust)
Relevant reimaging (compelling value prop, grow brand)
Revenue & results (metrics that matter, MROI)
Real-time (responsive, agile)

14. What has shifted?
push > pull > powered = >potential

15. What has shifted?
push > pull > powered = >potential
>potential for people & brands

16. driving brand value
pre-digital
push prospect
1-way
A dv Tec
h
brand customer /

17. driving brand value
pre-digital
push prospect
1-way
A dv Tec
h
brand customer /
2016
2009 2010 2011
2008
2013 2014
2012
2015
powered potential
people brand

18. Communication landscape has shifted
from 1-way brand building at you to building brands with constituents.

19. Consumer’s behavior has shifted
to a hyper socially engaged, multi-screen, mobile lifestyle.
Super Bowl 2013
online & offline party

20. Consumer’s path to purchase has radically shifted
to a non-linear, merged online-offline multi-screen journey.

21. HAPPENED!

22. We are beyond trends.!
HAPPENED!
Fundamental sustained strategic shifts have happened that will continue
to accelerate people power… and change their behaviors and expectations…
powering potential for brand’s to deliver increased value.
trend shift
• general direction in which • to exchange or substitute one
something is developing or thing for another
changing or has a tendency to • to move or transfer from one
move, or a popular taste at a place or position to another
given time • to change position, direction,
place, or form

23. And experts forecast that these shifts will accelerate.
“This cycle of tech disruption is materially faster and broader than prior cycles.
No industry or business is immune. We will see the re-imagination of nearly
everything… powered by new devices, connectivity, UI, and beauty.”
Mary Meeker, General Partner at Kleiner, Perkins, Caufield, & Byers

24. Digital is no longer a
subset of the average
person's life. It's just a part
of everyday living that's
expected and more
accessible than ever.
Marketers need to
embrace how people
(consumers) engage
digitally and integrate their
communications
accordingly.

25. Digital Brand Marketing 2013+ Sustained Strategic Shifts_
Smart User Experience Social Media Mobile First
Multi-Screen Integration Omnichannel Big Data INNOlytics
Content & Context Social TV CMO Reinvention
Brand Value Reimagined Brand Trust Brand Agility
www.slideshare.net/stevencook/2013-digital-brand-marketing-sustained-strategic-shifts-legolas-media-neustar-adadvisor-digital-brand-forum-11713

26. CMOs understand importance of these shifts … & are starting to make changes.

27. Marketing Mind is at a tipping point
shifting from ‘Art & Science’ to ‘Science & Art’.

28. Chief Marketing & ‘Prediction for 2013: “Operations” becomes "
Sales Officer Forum
a key word in Marketer’s vocabulary’"
‘every CMO made a strong reference to the significant changes they have
had to make to their operations’
‘non-stop drumbeat of mentions: “the incredibly heavy lifting it took to ___”
‘
‘snapping point of current organization structures, processes, & tech’
‘getting tighter about designing workflows for customer engagement’
‘setting up coordinating mechanisms across functions & lines of biz’
‘rethinking agency mixes & what they do internally’
‘standardizing on shared sets of technology tools’
‘needing to add new roles’

29. “More than 70% of needed change either fails to be
launched, completed, or finishes over budget, late, and
with initial aspirations unmet.”
John P. Kotter Harvard Business School

30. Topline stories about 2012-13 Change Management Operator
Marketing led initiatives that grew value-add results & grew leadership capabilities.
- Improving Customer Engagement
- Building Relevant Brands
- Growing Revenue, Improving MROI
Vince Ferraro Maribel Garcia–Rodriguez Lorena Harris Filip Wouters
@VinceLFerraro Director, Global Marketing @harrilor @FilipAWouters
former VP Global Excellence, Bayer VP Corporate Marketing Senior Director, Integrated
Strategy & Marketing, Consumer Care Marketing, Windows Phone
Corporate & Consumer
Group

31. Change Management Operator
- Improving Customer Engagement
- Building Relevant Brands
- Growing Revenue, Improving MROI
Filip Wouters
@FilipAWouters
Senior Director, Integrated
Marketing, Windows Phone
The Launch of
Windows Phone 8 –
A Mobile Change Challenge

32. The
Change
Challenge:
Create
the
Next
Mobile
PlaDorm

33. A
Fully
Integrated
Approach
to
Windows
Phone
Best
of
Microso,
Windows
Phone
8
Killer
Hardware
“Windows
Phone
8
makes
big
changes
while
remaining
true
to
its
core.
On
the
whole,
it
is
a
worthy
refresh,
and
one
that
gives
MicrosoM's
Best
for
Windows
8
&
Surface
mobile
plaDorm
the
boost
it
needs
to
compete
against
Android
and
iOS.”
Over
125,000
apps
8X
HTC
&
Nokia
Lumia
920
Store
available
in
50
languages
and
191
markets

34. Crea4ng
Customer
Engagement
Starts
with
a
Clear
Consumer
Target
Persona
Target
market

35. And
features
that
can
change
the
game.
Only
Windows
Phone
has
…
Live
Tiles
Live
Apps
SkyDrive
Kid’s
Corner

36. Building
a
brand
starts
with
a
clear
brand
story
“The
smartphone
reinvented
around
you”

37. Brand
Manifesto
TV

38. Building
a
brand
through
Integrated
Marke4ng
Touch
Points
Across
Windows
Phone,
MicrosoM,
OEM
partners
and
mobile
operators
Search
Dot.com
OOH
Retail
stores
PR
MS
stores
/
Online
ads
e-­‐commerce
Consumer
Purchase
Journey
Cinema
Learn
and
Evaluate
Select
and
Buy
Ecosystem
buys
(apps/accessories)
RSPs
Tv
ads
Brand
Experiences
Familiarize
Try
Purchase
&
Customer
Use
&
Print
Service
Advocate
Social
Custom
Product
Wow
demo
WOM
Crm
Experien4al

39. Global
marke4ng
–
Reinvented
Meet
Jessica
Meet
Gwen
Meet
Cam
Meet
Bilbo
Glocal approach: +20 Celebrities & characters in 5 countries, 32 TV ads

40. Integrated
marke4ng
-­‐
reinvented
Bilbo
App
CollecTon
InteracTve
Print
(STckers)
CompeTTve
mobile
ads

41. And
the
results…
-­‐ Engaged
customers:
Dot.com,
Social,
CRM
&
Online
-­‐ Brand
momentum:
Considera4on,
Percep4on
&
Recogni4on
-­‐ Growth:
RSP,
Experien4al,
MS
Stores,
Demand
in
stores

42. Change Management Operator
- Improving Customer Engagement
- Building Relevant Brands
- Growing Revenue, Improving MROI
Maribel Garcia–Rodriguez
Director, Global Marketing
Excellence, Bayer
Consumer Care
Marketing Evolution as
Change Management Operators

43. The
rate
of
change
is
not
going
to
slow
down
anyTme
soon.
If
anything,
compeTTon
in
most
industries
will
probably
speed
up
even
more
in
the
next
few
decades."
—
John
P.
Koer
Leading
Change

44. Iden4fy
Develop
Embed

45. Why
is
Integra4on
Necessary?
PRODUCT
CONSUMER
PRICE
VALUE
PLACE
CONVENIENCE
PROMOTION
COMMUNICATION

46. Why
is
Integra4on
Necessary?

47. WHAT
IS
INTEGRATED
MARKETING?
The
coordinaTon
and
integraTon
of
all
markeTng
communicaTon
tools,
avenues,
funcTons
and
sources
within
a
company
into
a
seamless
program
that
maximizes
the
impact
on
consumers
and
other
end
users
at
a
minimal
cost
Source:
Wikepedia

48. WHAT
IS
INTEGRATED
MARKETING?
“A
way
of
looking
at
the
whole
markeTng
process
from
the
view
point
of
the
consumer”
Phillip
Kotler,
Professor
of
Interna9onal
Marke9ng,
Northwestern
University

49. WHAT
IS
THE
FOUNDATION
FOR
SUCCESS?
CONSUMER
Focused
Thinking
CONNECTIONS
Among
Key
Ac4vi4es
PLANNING
as
One
Team

50. Marke4ng
Integra4on
=
Strong
Results
Elevit
China
• Helped
iden4fy
in
store
and
digital
as
new
channels
which,
upon
ac4va4on
lead
to
a
77%
growth
and
+12.9
share
points.
Bepanthen
Russia
• Helped
iden4fy
Maternity
hospitals
and
digital
as
new
channels
which,
upon
ac4va4on
lead
to
35%
growth
vs.
15%
growth
for
the
category

51. “We
don’t
have
a
choice
on
whether
we
do
social
media,
the
ques4on
is
how
well
we
do
it”
The
ROI
of
social
media
is
your
business
will
exist
-­‐ Erik
Qualman*
in
5
years*
Source:
2013
Social
Media
Revolu4on

52. Why
is
a
DDP
Process
necessary?
• Digital
is
s4ll
new
to
most
of
us
• Digital
development
is
complex
–
involves
mul4ple
agencies
and
func4ons
• Legal
and
regulatory
restric4ons
are
vague
• There
a
few
established
success
models
• Digital
development
oMen
lacks
strategic
direc4on
and/or
is
not
fully
integrated
in
the
overall
communica4on
strategy

53. What
is
the
Founda4on
for
Success

54. Strategically
Integrated
Digital
=
Strong
results
800,000 video views of Canesten ‘The Naked Truth’ You
Tube Channel in only 4 weeks

56. Change Management Operator
- Improving Customer Engagement
- Building Relevant Brands
- Growing Revenue, Improving MROI
Lorena Harris
@harrilor
VP Corporate Marketing
Marketing Change Management
at Vantiv

57. Vantiv’s Marketing Mission
Marketing’s Challenge in 2011: Vantiv is a 40-year old payment
Rebrand and build awareness from processing company, originally known Fifth
Third Processing Solutions, the payment
scratch in time for a successful IPO processing division of Fifth Third Bank.
A decision was made to separate and re-
Marketing Challenge for 2012-13: brand in June of 2011. The new company
Redefine the Marketing function as a subsequently IPO’d in March 2012 with a
change agent, revenue center, and market cap of $3B.
partner to the Sales process.
…Or, put another way…
Work Miracles
57

58. Change Management Through Content Marketing
Vantiv’s thought leadership / content The Vantiv Insight Series Research
marketing program is designed to: In January 2012 Vantiv and Mercator
• Improve brand awareness, Advisory Group teamed up to
• Position the company as an industry conduct primary research on
thought leader, payment trends in the U.S. We asked
• Generate qualified leads via multi-channel 1200 consumers details both about
digital campaigns, and how they currently make payments
and how they expect to do so in the
• Provide the Sales force with high-quality future. The research was just
content for client conversations. refreshed in January 2013.
The Vantiv Insight Series is based on
this data, and provides educational
campaigns and tools to help
merchants and financial institutions
identify areas of opportunity in
payments. All this information is
available at Vantiv.com/research,
with registration required so that
Vantiv can follow up to nurture
prospects and funnel leads to Sales.

59. Vantiv’s Thought Leadership Program http://vantiv.com/research
Something to Talk About
2012 Program Campaigns
Jan Security & Fraud Protection
April Top 10 Trends for 2012
July The Case for Prepaid
Sept Payments Go Mobile
Nov Executive Thinking on Payments 2012
2013 Program Campaigns
March Top 10 Trends for 2013
June Payments in the Omni-Channel
Customer Experience
Sept In Pursuit of Mobile Payments
Nov Executive Thinking on Payments 2013
Viewers who come to Vantiv.com for the Thought
Leadership content represent over 66% of new
visitors, spend 4X longer than the average viewer,
and view over 11 pages per visit (versus 4.5 pages).
In 2012, the program touched more than 12k
opportunities and helped generate more than $22M. 59

60. Thought Leadership Program Toolkit Organic
Experts
as
Paid
Search
Spokespeople
White
#4
SEM
Papers
Editorials/
#2
External
Endorsements
Advertorials
#1
Primary
Key
ValidaTon
&
Referrals
Micro-­‐site
Referral
Research
Themes
Program
Co-­‐PublicaTon
Key
Findings
Quarterly
&
Co-­‐MarkeTng
Campaigns
#3
Web
Industry
Views
Live
News
Downloads
Releases
PresentaTons
#12
Collateral
#13
Sales
Tools
#11
Sales
Recorded
Media
Training
Webcasts
Briefings
#5
PR
&
Core
Media
Presence
Media
Query
Scripted
PPTs
Business
Responses
Issue
Scripted
#14
eNL’s
&
Interviews
#15
eBooks
Client
Sales
Presos
Blogs
Seminars
#10
Sales
Industry
#6
Speaking
Prospect
Deep-­‐Dive
PresentaTons
Presos
Engagements
Workshops
Short
Decks
Podcasts
Industry
Filler
Slides
External
Conferences
Experts
Video
Webinars
Sharing
#8
Themed
Client
#9
Social
Media
Videos
Interviews
Trade
Social
#7
Events
Shows
Networking
Event
Montages
Community
Blog
Events
Content

61. Change Management Via Integrated Channel Mix
In late 2012 Marketing began leading revenue acceleration campaigns which
apply a full set of digital inbound marketing programs -- integrated with
traditional outbound channels -- to deliver leads with a 3X higher close rate than
any other lead source.
Nurtured
by
Qualified
by
Prospect
Mktg
thru
MarkeTng
Inside
Sales
Sales
Closed
by
Serviced
by
or
Client
Lead
Opportunity
Sales
Rel
Mgmt
Marketo
team
Accelerated Revenue Cycle (ARC) Fast-track Lead Gen Program
• Kick-off: Identify revenue goals, target markets, primary channels,
timing, success metrics, etc.
• Inbound Marketing (B2B) – web content, advertising (print, online), paid
search, SEO, webinars, blogs, videos, social media, events, PR, etc.
• Outbound Marketing (B2B) – Direct mail, email mktg, event invites,
telemarketing, sales tools, etc.
• Assessments: Frequent, then regular evaluation of metrics and
adjustment of tactics to ensure leads are flowing within 2-3 months.

62. Demonstrating the Value
A marketing touch does not equal a sale, but
it’s valuable to show Leadership how and when
Marketing contributed – and which tools are
most effective in soliciting the desired
responses from prospects and clients.
Circle size represents program cost. Therefore
at this time print SEO and web search have the
lowest cost, highest success, and best ROI.
Conversely, print advertising is the most
expensive, least successful and has lowest ROI.
62

63. Change Management Via Marketing Automation
Critical Tool: Implementation of a marketing
Marketing Maturity Journey
automation system (like Marketo) for lead
generation and nurturing, email marketing,
*% Revenue Target Achieved
analytics, reporting, and interoperability with
salesforce.com. *100%
*80% + Improve business
results through
continuous analysis
and optimization of
*72% + Embrace multi-channel
sales and marketing
*60% program delivery resources
+ Enable business users to + Lead scoring and nurturing
create content, manage
+ Leverage automated campaigns and events + Alignment between sales
email or direct mail and marketing
communications to + CRM Integration
stay in touch with + Integration to 3rd party
customers + Lead scoring practices system
Chart information from Marketo
Traditional Demand Integrated Revenue
Performance
Marketing Generation Marketing Management
63

64. Change Management Priorities for 2013
s
d he Sale
Fill T With
Integra
te Sales
Bran & Mark
rove ness
Imp are Funnel pects eting
Aw Ne w Pros Efforts
Improve Help
Mktg Mix Culti Sales
Effectiveness vate
Relat Clien Demonstrate
ionsh t Value
ips
Be a Change Management Agent Going Forward

65. Change Management Operator
- Improving Customer Engagement
- Building Relevant Brands
- Growing Revenue, Improving MROI
Vince Ferraro
@VinceLFerraro
former VP Global
Strategy & Marketing,
Corporate & Consumer Group
Change Management -
The Decline and the Phoenix
of a Venerable Brand

66. EK
Facts
At
A
Glance
• 1892
-­‐
Founded
in
1892
by
George
Eastman
• 1900
-­‐
Introduced
Brownie
camera
for
$1
• 1901-­‐1930s
executed
marke4ng
like
Coca-­‐Cola,
Ford,
and
P&G
• 1974
–
Developed
film
used
on
the
moon
• 1975
–
Developed
first
digital
camera
• 2004
–
Last
film
camera
sold
• 2012
–
Kodak
files
for
Chapter
11
protec4on
• 2012
–
Announces
businesses
to
be
sold
or
shut
down
• 2013
–
Kodak
plans
and
is
likely
to
reemerge
from
chapter
11
later
this
year.
Sells
IP
and
license
brand

67. The
Marke4ng
Transforma4on
Agenda
Three
Ques4ons
Old
and
Rusty
Brand
New
and
Shiny
Brand
1)
What
do
we
do
with
the
Kodak
brand?
2)
How
does
marke4ng
posi4on
Itself
as
a
change
agent?
3)
What
needs
to
be
done
immediately?

68. What
Do
We
Do
With
The
Kodak
Brand?
SituaTon:
• Kodak’s
brand
lost
over
$10B
in
equity
between
1999
and
2007.
• Brand
had
strong
awareness
but
lacked
energized
differen4a4on
and
relevance.
• Consumer
brand
posi4on
with
a
go
forward
B2B
set
of
businesses.
• IP
PorDolio
externally
valued
at
$1-­‐2B
in
late
2011.
• At
the
4me
around
the
Chapter
11
filing,
the
market
cap
of
Kodak
hit
$145M.
AcTons
and
Results:
• IP
sold
for
$525M
to
a
consor4um.
• Selling
or
shut
down
all
of
the
consumer
businesses
(cameras,
printers,
photofinishing).
• Refocus
brand
on
remaining
B2B
businesses.
• Licensed
B2C
brand
to
consumer
photography
company.

69. How
Does
Marke4ng
Posi4on
Itself
As
A
Change
Agent?
SituaTon:
• Marke4ng
had
to
take
charge
of
the
communica4ons,
especially
with
the
end
user.
• Cycle
4mes
for
strategic
communica4ons
went
from
days
to
hours.
• Mindset
shiM
–
From
money
spent
and
its
ROI
to
money
saved
and
its
ROI.
• Drama4c
cost
reduc4ons
to
contribute
to
downsizing
of
“RemainCo”
company.
AcTons
and
Results:
• Marke4ng-­‐led
end
user
communica4ons
for
the
company,
Chapter
11,
business
shutdowns,
including
the
establishment
of
Kodak
Transforms
web
site.
• SWAT
teams
established
to
reduce
communica4on
cycle
4mes.
• Unwound
sponsorships,
saving
$17M
in
2012
and
$77M
over
life
of
contracts.
• Tough
decisions
in
reducing
cost
structure
and
winding
down
func4ons
and
jobs
that
were
no
longer
needed
or
affordable.
• Developed
a
no
excuses
Nike
“Just
Do
It”
approach.
Provided
air
cover
to
team
for
difficult
decisions
with
collabora4on.

70. What
Needed
To
Be
Done
Immediately?
SituaTon:
• Need
to
cut
costs
to
manage
to
“new
reali4es”
of
Chapter
11.
• Ensure
business
confidence
to
all
stakeholders.
• Mo4vate
and
retain
employees,
especially
high
performers
in
strategic
posi4ons.
• Move
from
strategic
planning
process
to
something
more
short
term
and
responsive.
AcTons
and
Results:
• Drama4c
reduc4ons
in
people
costs.
Transparent
process
of
how
people
and
job
reduc4ons
were
going
to
occur.
• Business
con4nuity
–
communica4ons
to
strategic
partners
and
Kodak.com
• Provide
buffer
to
team
-­‐
accessibility,
authen4city,
buffer
from
C-­‐suite,
individual
recogni4on,
deployment
of
reten4on
programs,
etc.
• Double
down
on
cri4cal
marke4ng
ac4vi4es
–
trade
shows,
events,
new
product
launches,
social
media,
and
online.

71. Lessons
Learned
• Don’t
expect
a
call
to
be
a
leader.
Just
act
and
do.
Lead
the
change
you
want
to
have
happen.
• Know
the
limits
of
your
brand.
In
the
church
of
your
brand,
not
everyone
is
going
to
want
to
be
a
member!
• Know
the
difference
and
4me
for
brand
building
and
con4nuity.
• Learning
how
to
“deconstruct”
marke4ng
func4ons
and
spend
is
as
important
as
“construc4ng”.
• You
got
to
know
when
to
hold
'em,
know
when
to
fold
'em.
• Marke4ng
scope
gets
very
granular
–
revenue,
costs,
intros,
strategic
account
management
…

72. Eastman
Kodak
Company
–
The
Story
Con4nues
…

73. Filip, Maribel, Lorena & Vince,
Thank you for sharing
your successful
Change Management
Operator
stories!
> What was your most
significant incremental value
contribution?
> What was your most
significant professional
growth?

74. What value adding
CHANGES
are you going to
lead in your
leadership role?
Tell us:
#CMOExchange
#CMO.com