What Does a Chief Sales Officer Do?

The Chief Marketing Officer (referred to as CMO , English: Chief Marketing Officer) , also known as the "Chief Marketing Officer", is responsible for all marketing issues related to the enterprise and is the highest commander of the corporate marketing department. Because they do not have the specific business operating resources, but also have to achieve specific goals and performance, the position of CMO requires a high degree of collaboration and communication skills.

Chief Marketing Officer

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"I think this M in the CMO stands for Monkey." At the CMO Forum hosted by "IT Manager World" magazine, Wu Shixiong, chief marketing officer of the marketing strategy department of Microsoft Greater China, caused a big laugh. "Why Monkey? Because CMO's work is very complicated. On the one hand, he has to face various product departments within the company, and on the other hand, he has to meet the needs of external customers. He needs to be in control of everything inside and outside the company . "

This position, known as CMO, is probably the least important of many senior management positions in multinational companies. In many multinational companies, each product department or business unit has a person in charge of marketing, but there is often no CMO position at the parent company level, especially in technology-oriented companies.

But things are slowly changing. Over the years, more and more multinational companies have begun to set up CMO positions to uniformly manage the company's overall marketing strategy. Zhao Ping, director of the Department of Business Management at Tsinghua University, believes that as the economic environment changes, the gap in technology between companies has become smaller and smaller, and at the same time, consumers have become more and more discerning; therefore, in technology and Companies that cannot find differences in production must implement differentiated operations through marketing.

Before 2001, the German software giant SAP was also a completely technology-oriented company. Inside the company, technicians are dismissive of marketers, and even HassoPlattner, the company's co-chairman and CEO, believes that good word-of-mouth in the industry is a thousand times stronger than market propaganda. However, the company's strong competitor, Oracle, does not think so. It has seized a lot of SAP's market share through an aggressive market offensive. Under market pressure, Plattner had to hire former Sony CMO and American Marty Homlish as CMO, and moved the company's marketing department from the German town of Waldorf to the United States A hundred-year-old printing house in Greenwich Village. Under the leadership of Hollis, SAP changed its conservative strategy and adopted a more trendy and direct approach to convey its market image to customers. According to Hollis, "If customers still need to click to understand your promotion content, then you really don't promote your product too." In 2001, SAP began sponsoring the Indianapolis GrandPrix Formula One car. SAP's advertising logo was affixed to each car. In April of that year, a 53-foot trailer appeared at the Internet E-Commerce Expo in New York. The trailer contained a movie theater, several large-screen information kiosks, and a private meeting room. This was SAP's booth. A year ago, in the same place, SAP had only a very small humble booth, drowned under the huge publicity signs of competitors such as Oracle.

Even the most technology-focused company cannot ignore the power of marketing. In multinational companies with many departments, products, and brands, it is really necessary to have a senior management staff to integrate the company's resources and develop a unified marketing and sales strategy around the company's business model. These are not the sales leaders of specific product departments Did it.

In addition, CMOs should assume greater responsibility. Ma Wentao, President of Edelman International PR China, believes that CMOs should also play an important role in new product development, industry and market analysis, and seeking new market opportunities. Sheng Jingzhou, Assistant Director of Business Development, Marketing Department, Pfizer Pharmaceutical Co., Ltd. has experienced such a thing: a pharmaceutical company launched a clinical injection of antibiotics. The biggest feature is that it only needs to be injected once a day. Promotion of the inpatient department. When the company's CMO did a market survey, they found that the "once a day" concept was not very useful in the inpatient department. Anyway, patients living in the hospital did not have any inconvenience to inject two or three times a day. For emergency patients, they go home after seeing a doctor. If two or three injections a day is very inconvenient, the concept of "once a day" is just right for these patients. So in the next year's marketing strategy, he decided to adjust the main attack direction of this injection to the emergency department, and achieved great success. It seems that CMO is not just advertising, he can also play his own unique role in detail. In fact, within a company, the CMO wants to jump out of the company's product itself. He often starts from the customer's point of view to fault his company's products and sales plans.

In general, the heads of multinational company product units do not report directly to the CMO. The work of Philips CMO Rui Android is to formulate an overall strategic framework on the board of directors, determine Philips' marketing policies and project plans, and the specific implementation is still done by various departments. Due to the lack of grasp of specific enterprise operating resources and the achievement of specific goals and performance, the position of CMO requires a high degree of collaboration and communication skills. He must influence the company's decision-making level through his own efforts, and influence the heads of various product departments. He must have the ability to "cry, make trouble, and get on the sling."