FROM NEGATIVE EXPERIENCESTO POSITIVESOLUTIONS

The Chinese CONUNDRUM

How Gripevine Helps Companies Resolve Issues and Restore Confi dence

Reaching Chinese Consumers

Requires a Di4 erent Approach

CMOs From All Regions Discuss Their Goals and Challenges for 2013

Printed on the Ricoh IP 5000

Printed on Glatfelter Paper

The GLOBALROUNDUP

vol. 2 / iss. 1

Inspire. Enlighten. Engage.

Looking at the current context from the marketing perspective, we can highlight some primary goals. First, customers are changing dramatically. ! ey are more pragmatic after the economic crisis but don’t give up on enjoyment. We need to o$ er them real solutions based on a deep local understanding of customers’ needs driven by insights or big data analytics. ! e key is to serve these customers as best we can because they decide when and how to connect with us. ! is relationship requires an innovative, multichannel approach that is technology driven—maximizing the synergies of o% ine 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 & nal 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. ! e growth of pro& ts is based not just on attracting new customers, but also on increasing cross-selling opportunities. Our real challenge is building lasting relationships with increasingly satis& ed customers. If successful, marketing will continue leading our business strategy in the new era.

EUROPE LATIN AMERICA

David VillasecaGlobal Director, Head ofCustomer ManagementBBVA 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

e9 ectiveness, 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

MARKETING CHALLENGES

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. ! e competition is getting & erce, 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 di$ erentiate 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 e$ ect 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 o0 ce, 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. ! erefore, 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 SabinoChief Marketing OU cer,Sales Planning DirectorMichael 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. ! e 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 in4 ux 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 & ndings 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 satis& ed with their current compensation.

• ! e 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 & nd organizational cultures frustrating and undermining marketing success, but insu0 cient 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. ! ese perspectives directly from marketers in North America, Latin America, Europe, Middle East/Africa, India and Asia-Paci& c reveal primary goals for 2013, how marketing in4 uences the overall business and how customer behavior and demands are rede& ning marketing strategies.

Markets are transforming, consumer perception is more in4 uential 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