Answering “why should I care?” for the CMO immediately changes the strategy of the approach and the interaction with them.

1. SEEKING TO SELL TO CMOs?
ANSWER THE QUESTION, ‘WHY
SHOULD I CARE?’
Dean Crutchfield Associates

2. CMOs are dealing with a complex web of media
channels from direct to social media, platitudes
of business models, ecommerce processes – and
a public that can slam out opinions about their
brand at any time.
Dean Crutchfield Associates

3. CMOs are charged with
building revenue and
relevance.
The new normal in
marketing brings with
it distracting challenges.
Answering “why should
I care?” for the CMO
immediately changes the
strategy of the approach
and the interaction.
Dean Crutchfield Associates

4. Consumers taking control and pushing
back
Touch point explosion and lack of
control
Differentiation ever harder to attain
New, faster global competition
Organizing globally for social media,
locally
Demonstrating brands value and
marketing
Clarity on roles and responsibilities
Internal focus of business issues
Dean Crutchfield Associates

5. CMOs buy ideas to make
a gain or avoid a loss.
To stand out a business
needs to deliver its best
case and winning face
forward that solves a
huge problem for the
CMO by answering,
“Why should I care?”
Dean Crutchfield Associates

6. The key is to make the CMO
relevant by piloting the
proposed solution with their
funded initiatives and
demonstrably reveal more value
to their business faster.
By connecting the CMO to
revenue, convincingly showing
her what problem you solve and
how the investment will move
the needle north, an invitation to
answer their tough questions
will be forthcoming:
Dean Crutchfield Associates

7. How will you help me demonstrate a
strong ROI on integrated marketing?
Does our ‘story’ and content strategy
enhance the customer experience?
When can we optimize the purchase
pathway and our customer data?
Where can we get the biggest bang
with our social and earned media?
Are you able to help me balance
creative with analytics?
Can I trust you with my business and
marketing strategies?
Dean Crutchfield Associates

8. IBM’s recent repositioning
targeting the CMO demonstrates
how big investments in technology
are rapidly becoming the realm of
the CMO. The old ‘sales funnel’
model where we (consumers) hold
a large number of brand options
and narrow our choices to an
eventual decision aided by
advertising has been deracinated.
The customer’s purchase pathway
is totally different and repetition of
old marketing strategies has
caused the ouster of many a CMO
as has throwing up new brand
campaigns bereft of any notion of
what the empirical measurement
is for effective.
Dean Crutchfield Associates

9. What we do know is consumers already limit their brand options at the first
consideration stage, seeking out input from peers, reviewers, vendors and
competitors.
Increasingly consumers are delaying purchase decisions until they're
actually in-store or about to hit purchase – that opens up when and what
touch points consumers are most open to influence and how to create
positive consumer experiences at those points.
Dean Crutchfield Associates

10. What makes your offer different that
can deliver ROI?
CMOs admire it when there is
adherence to their current strategy
CMO
and how the proposition moves it
forward. Ideas might be the currency
of marketing, but to spray them
without tying them to organizational
goals will lose the CMO no matter if
its technology or marketing.
Pitching tons of ideas that are
disconnected to their strategy is akin
to saying one has no ideas at all:
strategy is more about what you’re not
going to do and how that connects to
the business goals of their
organization.

11. To get inside the CMO’s head, think
like an investor and investors have one
thing on their minds: ROI. For CMOs,
their investment is the time, energy
and resources they place in the hands
of their ‘partner’ firms and their ideas.
To win over the CMO, the idea needs to
generate and show a return, provide
data and enable you to ask how you
can help them? Rarely are CMOs
actually offered! How can the solution
make the CMO’s life easier?
Demonstrate it contributes to her
inventory of alternatives and already
her job has been made easier.
Dean Crutchfield Associates

12. Anecdotal success measurement,
however, can quickly turn off a CMO.
Marketing is not all about telling a
great story – it’s about telling a story
that moves the needle: if you don’t
know how to measure it quantifiably,
resist the temptation.
CMOs pilot new ideas constantly, but
they need a valid and relevant way to
measure the success of those ideas.
CMOs generally do not desire to
replicate the competition they demand
you to know their customer. It’s easy
searching what other people are up to,
but the secret sauce is knowing the
right questions, the ones that lead to
unearthing the pain points and needs
of their organization and customers,
and then tailoring targeted solutions.
Dean Crutchfield Associates

13. More than ever CMOs are vested in
making the quarter and are primarily
interested in the business outcomes of
using services.
Consequently sales discussions must
focus on business drivers – a true
innovation needs a business model –
preferably one that’s able to link to
their business model, i.e., know how
they make their money!
Products, services, and solutions must
be linked to business benefits using
the metrics the CMO cares about:
footfall, ARPU, retention, online
conversion, customer acquisition cost,
lead generation efficiency, etc.
Dean Crutchfield Associates

14. To accomplish "Why
should I care?" it’s critical
to connect the offer
directly to revenue.
Specifically show the
CMO how the product will
further aid her to prove
marketing’s value –
demonstrably and
empirically – to the CEO
who demands
shareholder value.
Dean Crutchfield Associates

15. What DCA Can Accomplish
Achieve growth for ambitious leaders
driven to grow fast
Create new business opportunities by
orchestrating and activating accelerated
outreach programs
Build efficiencies by sourcing the best
talent required to successfully launch
your business
Improve margins by rallying your people
behind the brand and go-to-market
strategy
Boost win rates by enhancing individual
skill sets and motivating teams
Dean Crutchfield Associates

16. About Dean Crutchfield Associates
Catalyzing top line growth for clients is what we thrive
on: how to deliver your best case and winning face
forward, sharpen the product offering and encourage
your people to move the needle north. By deploying
real world strategies and hands-on collaboration to
inspire teams we create content backed by actions
that will assure you of seizing more opportunity,
selling more services and winning more business.
For 20 years Dean Crutchfield has advised the world's
most iconic brands, built businesses, created new
companies, opened international offices and spoken
about brand power at prestigious universities and the
Google Speaker Series. He has made appearances on
all major TV news networks, commentary in the global
press, editorials in major business publications and is
a Contributor to Forbes.
With a proven ability to inspire and push the
boundaries beyond the notion of what was thought
possible, DCA excel with clients who are looking to run
fast, led by CEOs, CMOs, entrepreneurs and executive
teams eager to capture dominant levels
Dean Crutchfield Associates of success. Let’s grow.

17. Contact: Dean@deancrutchfield.com +1 917 239 3303
www.deancrutchfield.com