EXECUTIVESUMMARYBRIDGINGTHEGAPFORCOMMS&MARKETINGBuildingCohesionintheAgeofCustomerDisruptionBRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYTABLEOFCONTENTS46INTRODUCTIONKEYFINDINGS11CONCLUSION121415222223EXPERTCOMMENTARYBEST-PRACTICELEADERSHIPDEMOGRAPHICSABOUTCISIONABOUTCMOCOUNCILPARTNERS&AFFILIATES?CopyrightCMOCouncil.AllRightsReserved.20202BRIDGINGTHEGAPFORCOMMS&MARKETINGFULLREPORTSNAPSHOT195%DETAILEDCHARTS&GRAPHSfeaturingdataresultsfrom14%150+marketingandcommsleadersonthestateofmediaalignment17%TOP5TECHNOLOGIESdrivingcohesion10DEEP-DIVEEXECUTIVEPERSPECTIVEINTERVIEWSwiththoughtleadersacrossmarketing,communicationsandagenciesonhowtobridgethemarketing-commsgapI’mtryingtodrivemyPeopledon’tcarethatamessagecamefrommarketingorcommunications.Theydon’tevenknowthedi?erencebetweenpaid,ownedandearnedmedia.Butcon?icting,inconsistentmessageswillconfusepeople.organizationaroundamoreagiletypeofthinking,wherewehaveworkteamsasopposedtohardlinesilos.EVANKENTSUNITAMENONSchneiderElectricVPIntegratedMarketingIBMFormerExecutiveDirector,Data-DrivenCommunications?CopyrightCMOCouncil.AllRightsReserved.2020BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYINTRODUCTIONThroughoutthisglobalpandemicandthesocialunrestfollowingthedeathofGeorgeFloyd,brandshavehadtocommunicateinathoughtfulwayandstillbee?ective.PRprofessionalshavebeenresponsibleforcraftingeverythingfrompressreleasestostatementsonsocialmedia,allwhileadaptingtheirearnedmediastrategiesandcampaigns.Tothatsameend,marketingteamshavehadtochurnoute?ectiveownedandpaidmedia.Brandsthatdidn'tseemauthenticonsocialmediawerecriticizedfornotprovingtobegenuine.“There’sbeenatremendousamountofbacklashforcompaniesthatjustpostsomethingwithnomeatbehindit.”“Thebrandsthatweren’tpreparedforcertainstatements,lookedverymisalignedandthewholecompanysu?erstheconsequences,”saysMelanieHuet,executivevicepresidentandchiefmarketingo?ceratSertaSimmonsBedding.“There’sbeenatremendousamountofbacklashforcompaniesthatjustpostsomethingwithnomeatbehindit.”—MelanieHuet,ExecutiveVicePresident&ChiefMarketingO?ceratSertaSimmonsBeddingAccordingtoanewCMOCouncilsurveyofbrandleaders,81%saidthechangeinglobalbusinessclimateduetothepandemichasledtoade?niteriseinearnedmediae?ortsandimportance.Morethanever,marketingandcommsteamsneedtobealignedtoensuremessagingisconsistentacrosspaid,owned—andespeciallyearnedmedia.Withthemajorityoftheworldnowspendingsigni?cantlyisolatedathomeandisolated,peopleareconsumingandsharingmassiveamountsofdigitalmedia.Inmanycases,digitalmediasingularlyimpactsbuyingdecisionsandhowconsumersfeelaboutbrands.Withoutpropermarketing-commsalignment,ownedmediadoesn’tgetampli?ed,paidmediae?ciencyfalls,andcon?ictingearnedmediamessagesconfuseandfrustratecustomers.MARKETINGLEADERSCAN’TAFFORDMISALIGNEDDIGITALMEDIA“Asamulti-channelretailerthatsawthetemporaryclosureofallourbrick-and-mortarstores,wequicklyreallocatedourpaidcampaignsbyscalingbacktopfunnelandfocusingondirectresponsecampaignstooure-commercewebsite,”saysAngelaHsu,seniorvicepresidentofmarketingandeCommerceatLampsPlus.Tobetterunderstandthechallengesofmarketing-commsalignment,theCMOCouncil,inpartnershipwithearnedmedialeaderCision,surveyedover150brandleadersandconductednearlyadozenin-depthinterviewswithexecutivesfromSchneiderElectric,IBM,Nokia,SertaSimmonsBedding,StorCentric,LampsPlus,Certi?edFirst,CenterforCreativeLeadership,R&RPartnersandInnerWorkings.?CopyrightCMOCouncil.AllRightsReserved.20204BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYNearlyeverysurveyrespondentagreedmarketingandcommsaremoderatelyorstronglyalignedasitrelatestoearned,ownedandpaidmediaoutput.Inthesurvey,sevenoutof10brandleaderssaidleadership,marketingandcommsarealignedinstrategicmediaactivities.Andnearlytwooutofthreefeltthey’ree?ectiveatintegratingandamplifyingearnedmediatodrivecustomerexperienceandengagementstrategies.Formanybrands,marketingandcommsteamsfallunderasingleleader,usuallytheCMO,whokeepsawatchfuleyeon—andensuresconsistentthemesandmessagingcutacross—allmediachannels.“Thebeautyofhavingmarketing,training,andcorporatecommunicationsteamsunderoneroofistheabilitytodrivealignment,allowingforfullleverageofcontentformaximumcompanygrowthbene?tandquickresponsewhenchallengesoccur,”saysEricLuftig,globalseniormarketingexecutive.Doesthismeanthereisn’tanalignmentproblem?Notquite.Adeeperdiveintothesurveyresultsshowscracksinthemarketing-commsfoundation.Withearnedmediaunderthepurviewofcomms,andownedandpaidmediacontrolledbymarketing,it’snosurprisetheyansweredsurveyquestionsdi?erentlyaboutgoals,resourcesandmedia-channele?ectiveness.“Ifyouhavedi?erentobjectivesandpriorities,thenthemessagingwillbeincon?ictandyouwon’tpresentaconsistentstorytoyourconsumersandkeyexternalstakeholders,”Huetsays.Underscoringalignmenttroublesisadecades-olddysfunctionalrelationship.Commsandmarketingteamsareoftenadversariesbattlingforbudgetandrespect.Earnedmediaundercommswasn’tdeemedasimportantaspaidandownedmediaundermarketing,yetearnedmediahasrecentlybeenabletoproveotherwise.“Peoplehavehadthemisconceptionthatmarketingislouderbecauseit’smoreaboutleadgenerationforsales,”saysSunitaMenon,formerexecutivedirectorofdata-drivencommunicationsatIBM.“Butcommunicationshasabroaderview,abiggermissiontobethevoiceofthecompanyforallstakeholders,notjustsales.”Thisreportdetailsthebestpracticesandtechnologiesforovercomingthechallengesthatbrandleadersfacewhenaligningmarketingandcommsteams.Brandleadersacrossindustriesalsosharedwhatthemarketing-commsrelationshipmightlooklikeinthefuture.Our?ndingsarebasedonasurveyfrom150marketingandcommsexecutivesand10in-depthinterviewswithexecutivesfromcompaniesincludingIBM,Nokia,SchneiderElectric,LampsPlus,Certi?edFirst,CenterforCreativeLeadership,R&RPartnersandInnerWorkings.?CopyrightCMOCouncil.AllRightsReserved.20205BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYKEYFINDINGSAFAILURETOCOMMUNICATEWhilesuccessandopportunitiesofmarketingandcommsworkingwelltogetherareabundantintheCMOCouncilsurvey,nevertheless,realevidenceofseriousalignmentproblemsstillexists.Theareasofdisconnectincludesomeusualsuspectslikestrategicmediaactivities,returnoninvestmentfordi?erentmediatypes,andtheperformanceofearnedmedia,tolessobviousandconsistentareasincludingtheverycausesofmisalignmentitself.Whythedisparity?Oneofthethemesthatemergedfromourstudyisthatmarketingandcommsdon’treallyunderstandeachother’sroles.Theonethingtheydoagreeon?Earnedmediatodateisnotperformingtoitspotential.MARKETERSMAYNOTBEGRASPINGTHECHALLENGEOFEARNEDMEDIA“Earnedmediaishardbecauseitmustbeearned.Hencetheword‘earned’,”formerIBMerMenonsays.“Unlikepaidandowned,youcan'tcontrolit(butyoucanin?uenceittosomeextent).”Acustomercanpostavideoonsocialmedia,andyou’llseethestockpricegodowninstantaneously.”“Earnedmediaishardbecauseitmustbeearned.Hencetheword‘earned’.”O(jiān)nthe?ipside,afeaturedarticleorpositiveproductreviewdrivessigni?cantexposure.Asearnedmediaemergedasacriticalwaytoengagecustomers,marketingbegantoseeitasmoreofamarketingchannelthanacommschannel.Nokia’smarketingteam,forexample,believeditscontentcouldleadtoearnedmediabutfeltthecommsteam—SunitaMenon,FormerExecutiveDirector,Data-DrivenCommunications,IBMwasover-occupyingthechannelwithnot-so-newsworthypressreleasesandlosingtheattentionofthepress.“Thecommsteamdidn'tknowexactlywhatcampaignsmarketingwasworkingon,andmarketingdidn’tfullyunderstandtherolecommsplaysinoutreach,”saysSandroTavares,globalheadofmobilenetworksmarketingatNokia.?CopyrightCMOCouncil.AllRightsReserved.20206BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYMISUNDERSTANDINGOFROLESANDMEDIACHANNELSGOESBOTHWAYSForinstance,ourstudyfounddisagreementoverthee?ciencyofownedmedia,traditionallycontrolledbymarketing.Whenaskedwhichmediachannelgeneratesthemostreturnoninvestment,marketingleadersfeltownedmediahadthehighestreturnoninvestment.Butcommsleadersdisagreed,pointingtopaidmediaashavingthehighestreturnoninvestment.Amongexecutivesinterviewedforthisreport,theemphasisonowned,earnedandpaidmediawasdecidedlymixed.Theonlycertaintyisthatrecenteventshavejumbledprioritiesandupendedthemarketing-commsrelationship.Forinstance,SaminaSubedar,vicepresidentofmarketingatStorCentric,doubledhere?ortsinearnedandownedmedia.Shewarnsifearnedandownedmediaaren’tinalignment—say,aLinkedInpostisatoddswithacorporatepresentation—theresultwillbecustomerconfusion.“Withearnedmedia,we’reutilizingPRstronglytogainmoremindshare,”Subedarsays.“We’realsonotgoingtotradeshowsandface-to-faceeventsanymore,soconferencesbecomewebinarsandproductdemosbecomevideocontent.”WHAT’SHAPPENEDTOPAIDMEDIAINTHEAGEOFCOVID-19?KevinBriody,vicepresidentofglobalmarketingattheCenterforCreativeLeadership,putpaidmediamostlyonice.Hesaysadvertisementspushingproductssoundedtonedeaf.Briodyalsonearlytripledownedmediaintheformoffreewebinarsandvirtualevents.“Ourintegratedmarketingteamhadtoshiftgears,whileourcommsprofessionalsjustwentintooverdrive,”Briodysays.“Thecommsworkloadexploded,intermsofgeneratingnewcontent,adaptingoldcontent,placingexpertsandgettingpresshits.”Don’tgiveuponpaidmedia,countersFletcherWhitwell,chiefmediaandpublishingo?ceratR&RPartners,anadvertising,marketing,publicrelationsandpublica?airsagencyinLasVegas.Asclientspulledbackonpaidmedia,Whitwellhashadtomakeacompellingcase.Withoneclient,hewasabletoshowthatpaidmediacontributedalmost20%oftheclient’sobjective,thatis,thenumberofstorevisits.Butearnedmediasuchassocialpostsonlyengagedoneto?vepercentoffollowers,whileownedmediaemailshadapaltry20%openrate.“There’saroleforpaidmedia,”Whitwellsays.“That’swhyallmediatypeshavetoalignandunderstandwhateachcontributestothebottomline.”?CopyrightCMOCouncil.AllRightsReserved.20207BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYMAKINGACONNECTIONFormarketingandcommstocreatebetteralignment,itwouldhelpiftheteamsagreedonthecausesofmisalignment—andoursurveyshowstheydon’t.Whenaskedtoidentifythetopthreechallengesinaligningmarketingandcomms,marketingleaderscitedfunctionalsilos(55%),di?erentKPIsandobjectives(41%)andproblematicreportinglines(41%).Butamongcommsleaders,thetopchallengewasbudget.Disparityinbudgetsisastickingpointinthemarketing-commsrelationship.Marketingteamstendtobemuchbiggerandgetmorebudgetduetotheirin?uenceonrevenue.Thisisre?ectedinthesurvey’squestionaboutwhatmetricsareimportantinyourjob.Marketing’stopmetricsweresalesleadsandrevenuecontribution,whereascomms’topmetricwasawareness.MARKETINGLEADERSCANSTILLLEVERAGEBESTPRACTICESFORBETTERMARKETING-COMMSALIGNMENTAccordingtooursurvey,thetopthreeinternalprocessesforbetteraligningmarketingandcommsarecross-functionalteammeetings(77%),integratedcampaigns(63%)andsharedgoalsandmetrics(57%).Infact,Briodyrunsabi-weekly“editorialcouncil”meetingwithmarketingandcommsteamstocovercontentandthemesacrossallchannels,fromsocialandemailtovirtualevents.ThetopFIVETECHNOLOGIEShelpingtodrivecohesionincludeMarketinganalytics,performance,attributionSocialmediamarketingandmonitoringContentmarketingMobileandwebanalyticsBusiness,customerintelligenceanddatascience?CopyrightCMOCouncil.AllRightsReserved.20208BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYExecutivesinterviewedforthisreportsayanumbrellaorganizationalstructure,wherebycommsandmarketingteamscomeunderasinglebrandleader,isthebestwaytomaintainalignment.Considerthealternative:PriortobecomingpartnerofmarketingatVeri?edFirst,BenCornettworkedatacompanywherecommsreportedtotheCEO,notmarketing.Whenthecompanydonated$100,000toanon-pro?t,amajormediabrandreachedoutaskingforaninterviewwiththeCEO.Itwasthechancetomakenationalnews.ButtheCEOwasonvacation,andtheoutsidePRagencydidn’tcontactmarketingforhelp.Theearnedmediaopportunityslippedaway.“Theywerealwaysdoingsomethingthatwe,asamarketingteam,didn’tknowwhatwasgoingonandvice-versa,”Cornettsays.Outsideagencies,however,cansometimeshelpplayaroleinaligningaclient’smarketingandcommsteams.Agenciesarethe?rsttoseethewarningsigns.MichelleGanz,vicepresidentofclientengagementatInnerWorkings,saysherteamoftenreceivescon?ictingdirectionorfeedbackfrommultiplepeopleontheclientside.“Webecometheteamthatpullspeopletogether,”“I’mtryingtodrivemyGanzsays.“Weshowthemwhat’sbeenaskedofusfromthisdepartmentandwhat’sbeenaskedfromanotherdepartment.Thenweask,‘Howdowemakesurethatwe’reallonthesamepagegoingforward?’.”organizationaroundamoreagiletypeofthinking,wherewehaveworkteamsasopposedtohardlinesilos.”Marketingandcommsteamscanbene?tfromworkingtogethereventhoughtheyhave—EvanKent,VicePresident,IntegratedMarketing,SchneiderElectricdi?erentmissions,oratleastdi?erentwaysofexecutingonthesamemission.Theideaisto?ndareasofoverlapandcollaborationthatwillmakebothgroupssuccessful.Forinstance,commsshouldgivemarketinganadvancedlookofapressreleasesothatmarketingcanapplysocialstrategy,pay-per-click,organicsearch,SEO,keywordsandotherbestpractices,Veri?edFirst’sCornettsays.“Asamarketer,youwanttoin?uencetheearnedmediapiece,”Menonsays.“Asacommspro,youwanttoleveragepaidandownedmediabecauseitaugmentsandampli?esearnedmedia.”O(jiān)therexecutiveshaveusedthepandemictohighlightopportunitiesforbetteralignmentbetweenthetwoteams.Suchadramaticeventcaninspirecommsandmarketingtodeconstructfunctionalsilosandpurseasharedgoaltohelpthebusinesssurvive.“Youhavetoquicklyretooland?ndnewwaystohelpsalesteamsandcustomers,leveragingthingslikestreamingwebinars,socialmediaandotherdigitalsolutions,”saysLuftig,globalseniormarketingexecutive.?CopyrightCMOCouncil.AllRightsReserved.20209BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYALIGNMENTONTHEFLYThepandemicmightevenleadtonewwaysofaligningmarketingandcomms.Inordertoensureproperandconsistentmessagingduringthechaoticdaysofthepandemic,EvanKent,vicepresidentofintegratedmarketingatSchneiderElectric,quicklyputtogetheraseven-personteammadeupofspecialistsfrommarketingandcomms,aswellasotherfunctions.“Wehadoureyesandearsoneverything:what’scurrentlyinthemarket,whatneedstobepulled,what’sourpivotmessaging,whatgoesoutonsocial,howtorampup180digitaleventsinthreemonths,”Kentsays.“Wewereempoweredtomakedecisions.”NowKentenvisionsafuturewherethisisthemodusoperandi.Thatis,ateamiscreatedonthe?yforamarketingprojectorcampaign,essentiallydoingawaywithhardlinesbetweensilosthatcanleadtomisalignment.Echoingthissentiment,theCenterofCreativeLeadership’sBriodysays:“IfwhatI’veseeninthelastfewmonthsisanyindicationofthefuture,strategiesandresourcescanshiftquicklyandyoucan’tbelockedinfunctionalroles.There’sgoingtobealotmoreblendingofskillsacrosstheboard.?CopyrightCMOCouncil.AllRightsReserved.202010BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYCONCLUSIONWhatwehavelearnedfromthesurveyofbrandleaders,aswellasbestpracticeinterviews,isthatthereisroomtocreatebettermarketing-commsalignment.Severalkeypointsquicklyemergeasbigtakeawaysfromthestudy:Encourageabetterunderstandingofeachother’sfunctions.Betteralignment,collaborationandteamworkhappenwheneveryoneunderstandseachother’sfunctions,rolesandvalue.Watchformisalignmentindicators.Evenifbrandleadersthinkmarketingandcommsarealignedwell,crackscanappearjustbelowthesurface.Andtheconsequencesofpooralignmentaretoogravetoignore.Checkwithoutsideagenciesorneutral,unbiasedthird-partiestoseeifthey’regettingmixeddirectionandfeedback.Lookforsignsofaturfwarforearnedmedia.Re-evaluateorganizationalstructure.Marketingandcommsteamsshouldreporttoasinglebrandleaderresponsibleformaintainingalignment.Attheveryleast,commsshouldhaveadottedlinetothemarketingleaderinordertopreventsilos.Considercreatinga“l(fā)iaison”roletoensuremessagesfrombothmarketingandcommsconsistentlyservespeci?cusers.Adoptcollaborationbestpractices.Brandleadersshouldconsiderregularmeetingsbetweenmarketingandcommsteams,sharedcalendars,integratedcampaigns,commongoalsandmetrics.Throughcollaboration,thetwoteamswilllearnaboutandappreciateeachother’srole.Imaginenewwaysofworking.Shiftingrolesandresourcesmaybecomethenewnormal.Brandleadersshouldconsiderwaystobecomemoreagileandadaptable.Thismaymeanhiringpeoplewhoarewillingtopitchinoutsideoftheircomfortzonesorstandingupadhocteamsfortemporaryprojects.Withtheserecommendations,brandleaderscanachieveimprovedalignmentbetweenmarketingandcomms.Thiswillresultinamorecohesivestoryacrosspaid,ownedandearnedmedia—andamoreengagedcustomer.?CopyrightCMOCouncil.AllRightsReserved.202011BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYEXPERTCOMMENTARYMAGGIELOWER,CMOATCISIONInorderformarketingandcommstoachievetrueintegrationwemust?rstattaincollaborationwithintheoneconstantbothteamscanagreeupon:data.Bothteamsneedtotreatdataasthesinglesourceoftruthandhavesomeonewiththeskillstointerpretthatdataasitrelatestospeci?cKPIsinordertounderstandprogress.Whenthetopicofcommsandmarketingintegrationhasbeenapproached,it’sbeenfromaplaceofhowwecanusetwoseparatestrategiesfromtwoseparateteamsinordertoproveKPI’sfortheorganization.We’verelieduntilthispointontwosetsofmetricsystems-oneformarketingandoneforcomms-wheninrealitywearenowabletouseasinglesourceofdatainordertoprovehowthechannelswithintheorganizationareproducing.However,beingabletointerpretthedatacorrectlyinordertomakeitworke?ectively,iskey.INTEGRATIONOFTWOSTRATEGIESOneofthemainroadblocksinintegratingmarketingandcommunicationshasbeenthedi?erentsuccessmetricsthateachisdeterminedby.Communicatorshavefrequentlyreliedonreputationandvanitymetricsinordertoassesstheirprogresswithintheorganizationwhilemarketersrelyheavilyonsalesleadsandrevenuecontribution.We’reallpointingtowardsthesamegoal-whichistoincreaserevenueand,insomecases,brandawareness-intheorganization,sowhynotcombinethetwoprogramsinordertoe?ectivelyachievethis??CopyrightCMOCouncil.AllRightsReserved.202012BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYUSINGDATATOCOMBINEROLESOrganizationalleadersneedtoencourageabetterunderstandingofeachother’sfunctionswithintheorganization,theKPI’smarketingandcommsshouldusetodeterminesuccess,andwhatspeci?cdataateamhasreliedoninthepastcoupledwithhowit’sbeenread.Didtheteamshavetherightdatatrackinginplace,butinterpretitincorrectlyorinexpertly?Canthingsbetightenedupastheteamsworktointegratebetter?Arethingsbeingmeasuredbecausetheycanbeorbecausetheyshouldbe?Regularre?ectionsshouldbemadetoensuremeasurementmatchesoverallbusinessgoals.Answeringthesequestionshelpsmarketingandcommsfunctiontogetherasacohesiveteam,whichisespeciallyimportantindi?culttimes,suchasacrisiscommssituation.Acomprehensivemeasurementsystembuiltontopofasmoothinternalcommunicationssystemisvitaltohaveinplacebeforeanycrisisstrikes.READINGTHEDATAACCURATELYHavingaccesstothedataisonethingbuthavingtheskillstounderstanditissomethingseparate.Youneedsomeoneonyourteamthatcane?ectivelyassessthedataandcommunicateitinbothmarketingandcommunicationlingoinordertocarryoutthestrategy.Whatthestructureofthisrole(orroles)willlooklikedependsonyourteam’sresources;ifyou’relucky,youcanhaveoneortwodedicated“datascientists”tohelpyourteamstayontopofeverythingyou’redoingandinterprettheresultstokeepyouontherighttrack.Smallerteamsmightneedtoinvestintrainingcertainmemberstoincorporateelementsofbeingadatascientistintotheirrole—orsimplyinvestintoolsthatdotheheavyliftingforyou.COVID-19hasundoubtedlyimpactedallteams,butgoodhascomeoutofthrowingeveryonetogether-yet-separatelyathomesinceteamshavebeenforcedtotakeahardlookathowtheyareputtogetherandhowtheyworktogether,inordertocommunicateaunitedfrontinternallyandexternallyduringthepandemic.?CopyrightCMOCouncil.AllRightsReserved.202013BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYBEST-PRACTICELEADERSHIPKEVINBRIODYEVANKENTCenterforCreativeLeadershipSchneiderElectricVicePresident,GlobalMarketingVicePresident,IntegratedMarketingSUNITAMENONIBMMELANIEHUETSertaSimmonsBeddingFormerExecutiveDirector,Data-DrivenCommunicationsExecutiveVicePresident&ChiefMarketingO?cerMICHELLEGANZInnerWorkingsSAMINASUBEDARStorCentricVicePresident,ClientEngagementVicePresident,MarketingSANDROTAVARESNokiaBENCORNETTVeri?edFirstGlobalHeadofMobileNetworksMarketingVicePresident,PartnerMarketingERICLUFTIGFLETCHERWHITWELLR&RPartnersFormerlyofVictaulic,NordsonandGeneralElectricChiefMedia&PublishingO?cerGlobalSeniorExecutive-Marketing,Commercial&OperationalExcellence?CopyrightCMOCouncil.AllRightsReserved.202014BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYDEMOGRAPHICSQ1Whatisyourtitle?ChiefMarketingO?cerEVP/SVPofMarketingVPofMarketingHeadofMarketingDirectorofMarketingChiefCommunicationsO?cerEVP/SVPofCommunicationsVPofCommunicationsHeadofCommunicationsCommunicationsDirectorVPofMarketingandCommunicationsDirectorofMarketingandCommunicationsAgencyExecutiveCEO/BoardMemberOther?CopyrightCMOCouncil.AllRightsReserved.202015BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYQ2Whatbestdescribesyourcompany'sindustrysector?InformationtechnologyProfessionalservicesFinancialservices/InsuranceMedia,publishing,entertainmentHealthcare/Lifesciences/PharmaceuticalsEducationElectronicsandmiscellaneoustechnologyGovernment/not-for-pro?tTravelandhospitalityTransportationWholesale/distributionTelecommunicationsFoodandbeveragesRetailCPG/CDGConstructionManufacturingEnergy/UtilitiesOther?CopyrightCMOCouncil.AllRightsReserved.202016BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYQ3Howwouldyoudescribeyourcompany'smarketfocus?38%Hybrid50%B2B12%B2C?CopyrightCMOCouncil.AllRightsReserved.202017BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYQ4HowlargeisyourcompanyinUSDRevenue?Lessthan$50million$50millionto$100million$101millionto$500million$501millionto$1billion$1.1billionto$5billionGreaterthan$5billion?CopyrightCMOCouncil.AllRightsReserved.202018BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYQ5Howlargeisyoursta?/team?Lessthan1010-3030-5050-100100-200200-300Morethan300?CopyrightCMOCouncil.AllRightsReserved.202019BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYQ6Inwhichregionisyourcompanyheadquartered?NorthAmericaSouthAmericaEuropeAfricaMiddleEastAsiaPaci?c?CopyrightCMOCouncil.AllRightsReserved.202020BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYQ7Inwhichregion(s)doesyourcompanyoperate?NorthAmericaSouthAmericaEuropeAfricaMiddleEastAsia-Paci?c?CopyrightCMOCouncil.AllRightsReserved.202021BRIDGINGTHEGAPFORCOMMS&MARKETINGEXECUTIVESUMMARYABOUTSPONSORSTheChiefMarket