“Age isn’t as important so long as you are surrounded by people you love, doing things you passionately believe in.” -Richard Branson If you are a midlife entrepreneur, you have something in common with famous [ More… ]
It’s a great time to be a CMO. Marketing and sales platforms are converging to make data-driven decisions much more attainable in a shorter amount of time. Segmenting communication to the right people at the right time in the buyer’s journey, from first touch to post-sale, across multiple channels is becoming more of a reality every day.
And in a world where the customer is in charge, marketing has taken on many of the responsibilities once held by information gatekeepers in the sales department. It’s only getting better. Yet, many teams still aren’t able to thrive in this new era of marketing. Why?
Let’s face it—Chief Marketing Officers have it rough. They’re tasked with proving their work has a real impact on driving business while managing staff, keeping up with technology advancements and dealing with more expectations than ever. And, until recently, the average CMO was destined for a much shorter than average tenure.
What was once a position reserved for creatives and strategists has evolved to include technical aspects and data science elements. CMOs now wield more power, and CEOs are increasingly looking to them to provide strategic input, according to recent research from IBM.