focus on the customer: the colliding worlds of the cmo and cio
DESCRIPTION
The speed of social marketing is creating unprecedented demands on CIOs to support the CMO. Historically, these two roles have had natural conflict; CIOs owning risk management while CMOs by design are constantly trying new things to reach the customer. Join us for best practices on how the marketing and IT teams can rally around the customer in creating social apps for awareness, conversion, and loyalty.TRANSCRIPT
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Focus on the Customer: The Colliding Worlds of the CMO & CIO Salesforce Platform
Jeff Thomas, Salesforce SVP, Platform Marketing
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The Colliding Worlds: Conflict, Cooperation, Innovation?
Doug Menefee
CIO, Schumacher Group Chief Marketing and Communications Officer, Flextronics
Catherine Blades
CIO, GE Healthcare
John Dunn
SVP & CMO, LiveOps
Ann Sung Ruckstuhl
Introducing our expert panel
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Current marketing and IT co-projects, environment
Unique perspective from digital agency, background in PR and marketing
Strategic CIO role to drive convergence of marketing and technology
Revamped how Schumacher runs their business
3 Major Marketing Projects Involving CIO Configuration & Order
Management (1992, On-Prem)
CRM & Marketing Automation
(2003, Hybrid)
Marketing Automation & CRM Integration
(2012, Cloud)
1.5 Years 1 Year 1 Month
CIO CMO CIO CMO CIO CMO CIO
In
volv
emen
t IT
R
esou
rces
La
unch
Ti
me
Proj
ect
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Key Observations
Evolving from dependency to collaboration
Requires CIOs with deeper understanding of LOB best practices
Increased focus on integration with other applications
Beyond features … total cost of ownership 4
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2
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Current marketing and IT co-projects, environment
My role: GE Advantage – Sales Force Effectiveness
Priority projects with marketing – Marketing content becoming social – Demand generation – Digital marketing as an art and science
Advice – CIOs need to adapt – CMOs need the CIO
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Social Media Means Business In the beginning
Benchmarking, research, focus groups, surveys and audits
We learned (for the purpose of this presentation): We will have the biggest impact on the business by focusing on three areas
• Talent acquisition, thought leadership, and overall public relations/brand and reputation management
We could not do it alone • Dave Tulles, Radien6 and Johnson Beasely
• Internal partners – Human Resources, Learning and Development, Legal and IT. . .and every other business unit and function within the Company. . .
We must adopt a phased approach • We don’t have the resources to not roll out in stages
We need to listen to will of the people • It’s happening with or without us across multiple countries in numerous languages
We can help shape and drive the conversation while mitigating risk, if we participate.
Plan of Attack – Talent Acquisition Phase 1
Power UP Digital assets include Videos
Graphics for Flextronics.com, LinkedIn, Monster, Facebook and other social sites that HR and the research deem appropriate
Banner ads on high potential job board sites
Gentle refresh of the careers page on Flextronics.com to reflect new campaign
External engagement opportunity Internal engagement opportunity
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Campaign Expression: Facebook
Campaign Expression: Banners
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Where are the worlds colliding? CMO-CIO: Cooperation, conflict, customer-focused….?
How would you describe the two roles in your company? What has evolved or changed the most? What common objectives are they aligned on? Where are the gaps? Where are the opportunities for CMO’s-CIO’s to innovate together?
How has technology changed the conversation? How does the CIO/CMO role relate to apps, systems, tools? For customer-facing apps? What are good co-projects: analytics, mobility, cloud apps? Alignment or disconnect around customer data?
Getting together What are high-value customer-centric projects that are good for bonding? How can a cloud app platform help? Advice on less co-operative types?
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