"Overcoming Marketing challenges in Europe", CMO Peer Sphere (2013)

1. FROM NEGATIVE
EXPERIENCES
TO POSITIVE
SOLUTIONS
The Chinese
CONUNDRUM
How Gripevine Helps
Companies Resolve Issues
and Restore Confidence
Reaching Chinese Consumers
Requires a Different Approach
CMOs From All Regions Discuss Their
Goals and Challenges for
2013
Printed on the Ricoh IP 5000
Printed on Glatfelter Paper
The GLOBAL
ROUNDUP
vol. 2 / iss. 1
Inspire. Enlighten. Engage.

2. Looking at the current context from the marketing
perspective, we can highlight some primary goals. First,
customers are changing dramatically. They are more
pragmatic after the economic crisis but don’t give up
on enjoyment. We need to offer them real solutions
based on a deep local understanding of customers’
needs driven by insights or big data analytics. The
key is to serve these customers as best we can because
they decide when and how to connect with us. This
relationship requires an innovative, multichannel
approach that is technology driven—maximizing the
synergies of offline and online platforms and channels
while investing in innovation of our key touchpoints to
deliver relevant and unique experiences.
Second, we need to be trustworthy, building a strong
global brand and working under ethical principles. We
need to keep building relevant digital connections
while understanding the impact of digital transparency
in terms of consistency across all business functions and
contacts.
As the final challenge, our CEOs and stakeholders ask
us for more accountability. In the past, this has simply
meant measuring marketing’s contribution. Nowadays,
the actual mandate is to increase the bottom line.
The growth of profits is based not just on attracting
new customers, but also on increasing cross-selling
opportunities. Our real challenge is building lasting
relationships with increasingly satisfied customers.
If successful, marketing will continue leading our
business strategy in the new era.
EUROPE LATIN
AMERICA
David Villaseca
Global Director, Head of
Customer Management
BBVA Group
David Villaseca is Global Director, Head of Customer
Management at BBVA Group. His team leads the customer
insights, business intelligence, CRM and direct marketing, sales
effectiveness, acquisition, cross-selling and retention strategies
in one of the top worldwide retail banking groups, focusing on
customer-centric business growth. Previously, he led marketing
operations in Spain and Portugal for Coca-Cola, Fanta and
other carbonated soft drink brands. He has also worked for
LVMH Group, PSA Peugeot Citroën and Santander Group.
Villaseca is also a business and marketing professor. He
completed the Stanford Executive Program in innovation and
a master’s in marketing management at ESIC Business and
Marketing School.
OVERCOMING
MARKETINGCHALLENGES
IN EUROPE
STANDING OUT IN
THE NEW ERA OF
MARKETING
When we talk about professional recruitment services in
Latin America, 2013 will represent a turnaround in the
way we do marketing for it.The competition is getting
fierce, and exclusivity is decreasing, so we must be well
positioned in the candidate’s mind, not only in the client’s
mind. A consistent CRM strategy is a must—in addition
to paying attention to what people say about us in social
networks—and meeting our clients’expectations is
imperative. A robust platform of content production and
distribution to differentiate ourselves from competition is
also crucial; providing a good basic service is not enough
anymore.
Marketing can change our entire business because our
business is human based. It involves aspiration, expectation,
resilience, frustration and happiness on a daily basis. A
good and close marketing/CRM/relationship approach
can create an engagement level that turns a brand into
one important part of our candidate’s life. A recruitment
company brand can be seen as a potential life changer if
well managed.
Customer behavior has a huge effect on our business
because the professional services industry is about
customizing. Every new project can lead us to a whole
new way of doing things (i.e., a new type of candidate
to attract, a new region to start up an office, etc.), so our
success is 100-percent attached to the success of our
clients and potential clients.We map clients’behavior
every day to keep track of their demands and provide
a cutting-edge way to recruit good talent.Therefore, a
robust research department helps our company constantly
monitor the satisfaction of our clients and candidates. In
our business, information is vital.
Sergio Sabino is the CMO and Sales Planning Director for
Michael Page Group in Latin America and has more than 15 years
of experience in marketing, communications, CRM and strategic
planning. He graduated with a marketing degree from Mackenzie
University in Brazil and has an MBA in management from Business
School São Paulo. Sabino also has a successful track record as
a senior marketing and CRM executive for companies like Ford,
Citibank and BlackRock.
Sergio Sabino
Chief Marketing Officer,
Sales Planning Director
Michael Page Group–Latin America
PeerSphere - VOLUME NO. 2 ISSUE NO. 1 / PAGE 14
While the old adage “the more things change, the more
they stay the same” may apply to nearly every aspect
of life, this statement could not be further from the
truth when it comes to marketing. The development
of new platforms for consumer engagement is leading
to heightened expectations that marketers must meet,
and new technologies and the demand for proven
ROI are yielding an influx of data that marketers must
not only gather and analyze, but also translate into
business intelligence that reveals customer insights and
ultimately shapes marketing strategies. And all of this
must occur while keeping pace with the latest trends
and identifying the next big thing that will captivate
consumers. Oftentimes marketers can’t get a complete
grasp on one new thing before the next is introduced—
to stay the same is a guarantee for failure.
In the CMO Council’s own “State of Marketing 2012”
report, marketers reveal a new sense of control and
respect within the organization, along with a renewed
commitment to the ownership of the customer and
the customer experience. Key findings from the report
surrounding areas such as job outlook, compensation,
professional development, challenges and strategic
priorities include:
• Only 11 percent of chief marketers believe their
job is at risk; however, 38 percent believe they are
not fairly compensated compared to 39 percent
who are satisfied with their current compensation.
• The majority of chief marketers (77 percent)
globally earn a base salary of $100,000 to $349,000,
and 42 percent anticipate a bonus, with another
possible 31 percent based on performance; many
also enjoy perks, privileges, expense accounts, equity,
and stock options in their compensation packages.
• CMOs believe furthering personal leadership and
motivational skills is the best way to advance their
careers; on the other hand, increasing collaboration
with sales and/or channel organizations is their
top professional priority in the coming months.
• Many find organizational cultures frustrating and
undermining marketing success, but insufficient
budget is the biggest source of aggravation.
• Top-line revenue growth and market share
gains remain senior management’s top
mandates for marketing; an overwhelming
82 percent of marketers believe this is an
attainable goal in the current global economy.
For this article, we sought to learn more about how
these marketing mandates were being translated
across each of the seven regions of the CMO Council.
These perspectives directly from marketers in North
America, Latin America, Europe, Middle East/Africa,
India and Asia-Pacific reveal primary goals for 2013,
how marketing influences the overall business and
how customer behavior and demands are redefining
marketing strategies.
Markets are transforming, consumer perception is
more influential than ever, and marketers must prove
their value to the business through customer-centric
strategies and innovations. Continue reading to learn
how prominent marketers around the globe are rising
to meet these challenges by reshaping their tactics in
the face of these demands, as well as their predictions
for anticipated changes in 2013.
CMO ROUNDUPThe CMO Council tapped into its global membership base to
gain insights from marketers around the globe about the shifting
trends they are facing and how these changes are impacting
their marketing strategies for 2013.
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PeerSphere - VOLUME NO. 2 ISSUE NO. 1 / PAGE 12