Drafting. The Marketing Director Responsibilities Are Changing. This is clear from the latest report from the Capgemini Research Institute, A new playbook for chief marketing officers: Why CMOs should enable real-time marketing to drive sustainable growth A New Handbook for Marketing Managers: Why CMOs Must Facilitate Real-Time Marketing to Drive Sustainable Growth, according to which, 76% of these executives are currently responsible for business growth, and 74% are from data and technology.
However, despite the data-centric CMO’s new responsibilities, only 12% of marketers have access to the data, the capabilities and the talent needed to drive and extract great value from real-time marketing.
Real-time marketing can process, analyze, and leverage data the moment it is accessed to rapidly improve digital commerce campaigns, content, and marketing results.
The study finds that data-driven marketers get a increased brand image, customer satisfaction, conversion rates and customer retention.
Although all marketers use data in some way, most do not apply it to make marketing decisions. In this sense, only 43% of them affirm that their teams use the data to decide the strategy to go to market for a new product or service, and only 40% rely on them to modify their campaign strategies.
Likewise, only 42% affirm that, by taking advantage of the data, their team has been able to be more agile when it comes to responding to the needs of customers and the market.
Focus shift
For traditional marketers who don’t rely on data, catching up with their top competitors requires a fundamental change in roles, skills and abilities.
Capgemini’s research identifies that this shift is occurring, particularly at the top levels of the marketing ladder, characterized by a shift toward gaining greater control and decision-making among managers.
Along with responsibility for data and technology, around one third of marketing managers are directly responsible for collecting and analyze consumer, market and trend information and monitor marketing technologies such as customer relationship management (CRM) tools or marketing automation platforms.
On the other hand, 60% say they are involved in critical decisions related to long-term growth and value, such as growth strategy and new product development.
Transformation of skills and abilities
Despite changes in the responsibilities and skills of marketing managers, this is not sufficiently reflected in the overall marketing function.
To enable data-driven marketing, marketing managers will need to address a broader deficit of technological capabilities and skills. Less than half of CMOs say they have established the technology and data capabilities necessary to deliver data-driven marketing.
To cover these gaps, marketing departments will try to do more work internally. Overall, half of marketers agree that their organizations are trying to develop internal skills and capabilities rather than partnering with external vendors.
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