No matter how the digital area has actually progressed considerably over the last years, one thing stays the very same– a chief marketing officer uses various hats.
Case in point: Vitor Peçanha, co-founder and CMO at Rock Material, a world-renowned leader in content marketing.
Using old doors from a nation house of his co-founder’s daddy, Peçanha developed the first tables for the start-up in 2013.
Big (and little) decisions that shaped Rock Material into what it is today were made around those tables. And the chief online marketer sat at the heart of every decision-making procedure, driving growth and function with imagination and analytics.
Today, his role as a CMO has actually never been more dynamic and prominent.
What does it take for modern-day CMOs to end up being high-impact leaders that drive their organizations to success?
Peçanha has a few views to share.
Sharing And Achieving A Common Goal
What was your vision when you began your role as a CMO?
Vitor Peçanha: “As the founder of a marketing startup, all I had at the beginning was a concept and a strategy to execute it.
We founded Rock Content due to the fact that our company believe that there’s a much better way to do marketing by utilizing content to attract and delight your audience and generate service.
When we initially began in 2013, content marketing wasn’t very well known in the nation, and our vision was to end up being the biggest content marketing business worldwide, starting by introducing it to Brazil.”
How do you make sure your marketing goals are lined up with the overall organization?
VP: “At Rock Material, we have a structured management design in place.
Every six months, the executive team reviews the business’s objectives– like earnings, net income retention (NRR), etc– to produce the general organization plan for the business.
Then, we have a model of cascading duties and key performance signs (KPIs) that start at the top and end at the individual contributor, where all the actions are connected to each other.
One of the consequences is that a number of the department goals are typically pretty close to revenue, sometimes even shown the sales group.
My individual goal, for example, is the business’s revenue objective, not a marketing-specific metric.”
Purchasing People And Training
How has your approach on building and managing a team changed gradually?
VP: “I found out a few things over the last 10 years, but I believe the most essential one is that an excellent staff member who delivers consistent quality and goes the “extra mile” deserves 10x somebody who just does what he’s told, even if properly.
This grit that some people have makes an entire difference, and now I focus my hiring on this soft ability more than anything.
Obviously, if it’s a more senior position, the experience will play a big role, but I prefer to train an enthusiastic junior staff member than deal with an adequate senior one.”
In a 2022 Gartner study, the lack of in-house resources stuck out as the greatest space in executing content methods. Facing this challenge, how do you draw in and retain leading marketing skill?
VP: “We constructed a huge brand in the digital marketing area over the last 10 years. We are viewed as innovators and trendsetters in the area, specifically in Brazil, so we don’t have a destination issue when it comes to marketing skill.
Likewise, among our “hacks” is our knowing center, Rock University, which has already crossed the 500,000-student mark due to the fact that we are essentially informing the market for our needs.
Retention is a different game since we require to keep them engaged and delighted with the company, so we invest a lot in training and other efforts.
I prefer to have smaller sized teams, so each member has more responsibility and acknowledgment. Given that we outsource our material creation to our own freelance network, it’s much easier to have a scalable group.”
Leading In A Data-First Culture
What sort of content marketing metrics do you concentrate on, and how do you figure out whether you have the right strategy in location?
VP: “The main metric of my group today is Sales Qualified Leads (SQLs), so I require to produce not just volume but top quality potential customers for the sales team.
It’s easy to understand if we are performing well or not with this metric, and we are constantly keeping an eye on the SQL sources based on how much pipeline each source creates.
So, for example, if a sponsorship generates 1 million in the pipeline and expenses me 100,000, I increase the financial investment there.”
They state the CMO function is mainly driven by analytics rather than gut decisions. Do you concur? How do you use information in your daily work?
VP: “I agree, and the majority of my choices are based upon information.
I’m continuously checking the number of SQLs my group created, the expense per dollar created in the pipeline, and channel and campaign performance. However information alone isn’t adequate to make thoughtful decisions, and that’s where gut feelings and experience come in.
A CMO needs to take a look at information and see a story, comprehend it, and compose its next chapter.
Of course, not every effort is heavily based upon data. It’s still essential to do things that aren’t straight measurable, like brand name awareness campaigns, but these represent a little portion of my financial investment and time.”
What are the skills that CMOs need which do not get adequate attention?
VP: “Being able to craft and tell an excellent story, both internally and externally, is one of the best skills a CMO need to have, and it does not get adequate attention in a world concentrated on data.
Information is vital, of course, but if you can’t turn that into a technique that not only brings outcomes however likewise thrills people, you’ll have a hard time being an excellent CMO and leader.”
If you needed to summarize the worth of a content online marketer, what would it be?
VP: “An excellent content online marketer can develop pieces of material that seem easy and easy to write, however behind them, there’s always a technique, a great deal of research study, and abilities that are invisible to the end user, and that’s how it should be.”
What do you believe the future of material marketing will be? The role of AI in material strategy?
VP: “If whatever works out, the term content marketing will no longer be used in the near future.
Content methods will be so integrated within the marketing department that it won’t make good sense to call it content marketing, the same method we do not state Web 2.0 anymore.
Great CMOs and marketers will understand that the client follows a journey where everything is content (even pay per click, offline media, etc), and it doesn’t make good sense to treat them independently.”
Take a look at this SEJShow episode with Loren Baker, where Peçanha talks more about what lies ahead in material marketing.
Included Image: Thanks To Vitor Peçanha