Done by the Marketing Director. Profession Marketing Director

Marketing is one of the key activities for any large company. Typically, organizations high level pay special attention to it because they understand that without proper marketing there will be no point in a quality product. That is why such a position as a marketing director exists in many companies, both large and medium-sized.

The importance of this position cannot be overestimated, because it is the activities of this person that determine how quickly the company’s brand will be promoted, how effectively the organization will be able to acquire new consumers and retain regular customers. In fact, all production is tailored specifically to marketing, because its volumes increase only when there are many consumers, and it is the marketing department that is involved in attracting them. Next we will talk about the responsibilities of a marketing director and how to become a good marketer.

Marketing Directors under different structures!

1. Concerning various types joint-stock companies (CJSC and OJSC), then the marketing director is constantly present there, and is one of key figures among top managers after general director. The responsibilities of the marketing director with such a structure are very extensive, and consist not only in direct advertising of a product or service, but also in periodic reports to management.

Key Responsibilities of a Marketing Director!

1. In any organization, the director of any department controls the activities of other managers. Moreover, he does not have to monitor every worker, his task is exclusively the bosses, and their responsibilities include complete control over all employees. In a small enterprise, the marketing director or the person replacing him can also monitor small subordinates, if their total number does not exceed a couple of dozen people.
   In all other cases, there is an intermediate link in the form of middle managers, who ensure the efficiency of the entire department. And the productivity of not only the bosses, but also their subordinates depends on how the director motivates this very link, how he organizes it. Thus, the director indirectly influences everyone, from his deputy to the last janitor.

1. In order to increase the efficiency of the marketing department, you need to analyze the results obtained and compare them with the desired ones. If after the next marketing campaign The organization’s profit has not increased, then something is wrong here and the strategy needs to be changed. If the director acts according to general rules marketing described in many books, then this will not bring any effect, but will only take money and waste it. As a rule, such managers do not stay in their positions for long, because shareholders need results, not book theory.

1. The responsibilities of the Marketing Director also include recruiting. Moreover, if the HR department is responsible for hiring lower-level employees, then the director himself must choose his deputies and major bosses. Of course, he can shift these responsibilities to someone else, but in this case there will be no productive work in the department, because only the head of the entire department understands what kind of specialists he needs.

1. In addition to the above, directors often conduct personal progress checks. This differs from control in that the director personally visits places of work and also checks not only managers, but also ordinary employees. Of course, many of these checks are purely indicative and there is no practical significance they don’t, but even demonstrating to subordinates that their superiors are awake and watching them won’t hurt. Sometimes, as a result of such checks, the director is able to discover a certain miscalculation or error in work, which he can immediately correct with the appropriate order.

Tips for the chief marketer!

1. Try to spend as much time as possible not in your cozy office, but directly in the places where your subordinates work. If they see that you are watching them and monitoring their work, they will begin to work more efficiently. Moreover, try to notice which of them works more diligently and promote him. This will give extra incentive to others.

1. Don't be afraid to innovate your work process. This rule applies to absolutely all departments, but primarily to marketing. The point is that in modern world Marketing strategies and principles change instantly. Until relatively recently, few people knew what the Internet was, but now the World Wide Web is one of the most promising options for advertising for both small and large businesses. Every day new methods and methods of marketing appear, and if you do not use and implement them in your enterprise, you will fall behind your competitors and lose in the competition.

1. The marketing department is not something separate, because advertising cannot exist on its own. You must have contacts with directors production department, sales department, etc., because it is their activities that you are advertising. And if the quality of products has increased, but this has not affected marketing in any way, then there will be absolutely no benefit from this. Only by working together can we achieve truly significant results and increase profits many times over.

Afterword...

Thus, high-quality performance of the duties of the marketing director contributes to the productive work of the entire company, and the director himself is a key person in any enterprise. It is the marketing department that determines how quickly the company will expand and how quickly its profits will grow. If you neglect this important position, then you can not only lose in the competition to other companies, but also completely drop out of the market and go bankrupt.

I. General provisions

1. The head of the marketing department belongs to the category of managers.

2. A person with a higher professional (economic or engineering-economic) education and work experience in the field of marketing of at least 5 years is appointed to the position of head of the marketing department.

3. Appointment to the position of head of the marketing department and dismissal from it is made by order director of the enterprise upon presentation

(Deputy Director for commercial matters;

other official)

4. The head of the marketing department must know: 4.1. Legislative and regulatory, legal acts teaching materials

on organizing marketing and assessing the financial and economic condition and market capacity.

4.2. Methods for determining the solvency of demand for manufactured products and the procedure for developing long-term and current plans for production and sales of products.

4.4. Methods for studying market conditions and developing forecasts of demand for manufactured products.

4.5. Economics of production.

4.7. Methods for studying the motivation of consumers' attitudes towards manufactured products.

4.8. Conditions for delivery, storage and transportation of products.

4.9. Ways and methods of working with dealers and the media.

4.10. Organization of repair services.

4.12. Standards and technical specifications for the company's products.

4.13. Technology Basics, organization of production, labor and management.

4.14. Organization of accounting and reporting on the implementation of sales plans and sales of products.

4.15. Fundamentals of labor legislation.

4.16. Rules and regulations of occupational health, safety, industrial sanitation and fire protection.

4.17. _______________________________________ .

5. The head of the marketing department reports directly to __

(director of the enterprise; deputy director for commercial issues; other official)

6. During the absence of the head of the marketing department (business trip, vacation, illness, etc.), his duties are performed by a deputy (in his absence, a person appointed by order of the director of the enterprise), who acquires the corresponding rights and is responsible for the proper performance of the duties assigned to him.

7. _.___________________________._.__________ .

II. Job responsibilities

Head of the Marketing Department:

1. Carries out development marketing policy at the enterprise based on analysis of the consumer properties of manufactured products and forecasting consumer demand for the enterprise’s products, technical and other consumer qualities of competing products.

2. Ensures the department’s participation in drawing up long-term and current plans for production and sales of products, identifying new markets and new consumers of products.

3. Coordinates the activities of all functional departments in collecting and analyzing commercial and economic information, creating a data bank for marketing the enterprise’s products (supply requests, production contracts, inventory availability, market capacity, etc.).

4. Organizes a study of consumer opinions about the products manufactured by the enterprise, its impact on the sales of products and the preparation of proposals to improve their competitiveness and quality.

5. Monitors the timely elimination of deficiencies indicated in complaints and claims received from consumers, motivating a certain attitude of consumers towards the product

enterprises.

6. Organizes the development of a strategy for conducting advertising events in the media using outdoor, illuminated, electronic, postal advertising, advertising in transport, participation in industry exhibitions, fairs, sales exhibitions to inform potential indicators and expand sales markets.

7. Prepares proposals for the formation corporate identity enterprises and corporate design of advertising products.

8. Provides methodological guidance to the dealer service and provides it with all necessary technical and advertising documentation.

9. Participates together with other departments in the development of proposals and recommendations for changing the technical, economic and other characteristics of products in order to improve their consumer qualities and stimulate sales.

10. Provides management of the work of service centers for warranty service and repair of enterprise products, prepares proposals for technically sound planning and production of spare parts (by quantity and nomenclature).

11. Supervises the correct storage, transportation and use of products.

12. Manages department employees.

III. Rights

The head of the marketing department has the right:

1. Get acquainted with the draft decisions of the enterprise management concerning the activities of the marketing department.

2. Submit proposals for improvement of the activities of the marketing department for consideration by the enterprise management.

3. Interact with the heads of all (individual) structural divisions of the enterprise.

4. Request personally and receive from department heads and specialists information and documents necessary to perform their job duties.

5. Sign and endorse documents within your competence.

6. Submit for consideration by the director of the enterprise proposals on the appointment, relocation and dismissal of employees of the marketing department;

proposals to encourage them or to impose penalties on them.

7. Demand that the management of the enterprise provide assistance in the performance of their official duties and rights.

8. _____________________________________ .

IV. Responsibility

The head of the marketing department is responsible for:

1. For improper performance or failure to fulfill one’s job duties as provided for in this job description - within the limits determined by the current labor legislation Russian Federation.

2. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation.

3. For causing material damage- within the limits specified

current labor and civil legislation of the Russian Federation.

Other instructions in the section:
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Marketing director is a very responsible profession on which the profitability, success, image and development of the company depends. This is one of the most high paying jobs on Russian market and the most difficult one. Analytical skills, creative thinking and a responsible approach to business can turn a novice marketer into a promising specialist.

Profession

The specialist who is responsible for the company's marketing policy conducts marketing research, develops sales programs, builds an advertising strategy, manages financial resources, called director of the marketing department.

The Marketing Director is involved from the manufacturing process through to the product reaching the shelves or the overall market. This person knows absolutely everything about the product and makes it popular. He defines the needs target audience and forecasts demand for products, develops and improves products, and also manages financial matters, including pricing.

The responsibilities of a marketing director include a wide variety of tasks and requirements. The profession itself can be divided into several narrowly focused categories, such as director of marketing and advertising or sales, etc. Depending on the needs of the enterprise, the main functions and tasks of the marketing department, which is headed by the marketing director, are built.

Professional skills

The responsibilities of the Marketing Director are based on the following criteria:

• Knowledge of legislative and legal acts.
• Understanding of business processes.
• Understanding market relations.
• Knowledge of the laws of the advertising market.
• Ability to determine solvency.
• Possession of information about the product and its specifics.
• Marketing research skills.
• Competitive analysis skills.
• Marketing department management skills.
• Budget planning experience.
• Proficiency in foreign languages ​​at a conversational and business level.

Job responsibilities

Job responsibilities of the Marketing Director:

1. Analyze consumer demand for products.

2. Plan and implement the company’s marketing policy based on market analysis and consumer demand.

3. Study the market, conduct marketing research regarding your product.

4. Participate in the sale of products, expand sales channels, advertise and promote the product.

5. Improve product properties.

6. Monitor consumer assessments of the product, determine consumer attitudes.

7. Increase the competitive quality of products.

8. Monitor the maintenance of the company’s image and reputation.

9. Form a corporate style of the company.

10. Responsible for the commercial and economic side of the company.

12. Stimulate sales.

13. Manage the budget competently and be responsible for its target distribution.

15. Develop a development strategy.

If we briefly outline the responsibilities of a marketing director, we can note that his activities consist of three main categories. This:

• Analysis of consumer preferences and forecasting consumer demand.
• Preparation of proposals for product improvement and determination of marketing policies based on analysis.
• Development production program and product sales, as well as launching an advertising campaign.

Personal qualities

In addition to his direct responsibilities, the marketing director must have the following qualities that will help him effectively perform work tasks. Particularly important ones include:

• Stress resistance.
• Responsibility.
• Determination.
• Have organizational skills.
• Rationalism, pragmatism, foresight.
• Communication skills.
• Determination.
• Ability to negotiate competently.
• Skill to work in team.
• Have managerial leadership skills.
• Performance.
• Strategic thinking.

Basic requirements for candidates

In some companies, the functions and responsibilities of the marketing director may differ partially depending on the specifics and needs of the enterprise itself. The most basic and necessary requirements, suitable for this position, can be interpreted as follows:

• Higher economic or marketing education.
• Experience in this field.
• Experience in solving complex marketing problems.
• Management skills.
• High level of communication.
• Knowledge of the advertising market.
• Knowledge of foreign languages ​​at a high level.
• Presentation skills.
• Experience in bringing products to market.

The requirements and responsibilities of a marketing director may change and be supplemented depending on the direction or internal policy of the company.

Deputy Director

Responsibilities of the Deputy Marketing Director:

• Develop marketing policies based on collected data (analysis) about the product and consumer demand.
• Ensure and control interaction between departments aimed at selling goods.
• Identify new markets.
• Coordinate the activities of departments in collecting and analyzing information and creating a database.
• Approve tasks and goals.
• Study consumer opinions about the product.
• Identify the need for marketing events.
• Organize promotions and performances at events.
• Prepare for events and appearances in front of the media.
• Prepare proposals for the formation of the company's brand.
• Plan budgeting.
• Carry out maintenance marketing activities in the Internet.
• Prepare reports on completed projects.

In the course of his activities, the Deputy Director of Marketing must be guided by Labor Code Russian Federation, regulatory documents, orders and instructions from superiors (General Director), company management policies, general management of the marketing and advertising department.

The deputy performs all the same duties of the marketing director during his absence.

Marketing and advertising

Advertising and marketing are inextricably linked. Advertising is part of the marketing communications mix. It plays a vital role, as it connects the buyer and seller and is a means mass communication, thereby influencing the development and promotion of the product.

Main functions:

• Informing consumers about the product.
• Attracting buyers.
• Impact on bulk sales.
• Increasing awareness trademark.
• Promotes growth in turnover and stimulates sales.

Key responsibilities of the Marketing and Advertising Director:

• Development of advertising and PR strategies.
• Analysis of advertising competing companies.
• Planning advertising and PR tasks.
• Interaction with the media.
• Formation of a trademark (brand creation, corporate identity).
• Ensuring the promotion of products on the sales market.
• Budget allocation for advertising activities.
• Formation advertising activities.
• Design of printing materials, selection of design, development of text and graphics.
• Control of advertising activities.

Collectively, all responsibilities are based on marketing management and advertising campaign. To do this, you must have planning, organization and coordination skills. A worthy candidate for the position of director of marketing and advertising must have leadership experience and have an education in the field of management, economics and PR advertising.

Marketing and Sales

Marketing and Sales Director is a fairly prestigious and highly paid profession that requires extensive experience and a high level of responsibility. The ability to quickly make smart decisions, organize teamwork, be pragmatic and creative is a good guarantee of a professional.

Responsibilities of the Marketing and Sales Director:

• Planning and determining pricing policy.
• Development marketing strategy and sales organization.
• Planning a strategy for introducing a product to the market.
• Product promotion.
• Approval of the budget for promotion.
• Controlling the selection of managers and marketers.
• Assessing the professional level of employees.
• Dealer management.
• Expansion of the sales channel, negotiations, conclusion of contracts.
• Control client base.
• Monitoring sales performance.

It became clear what the activities of a marketing director are.

Igor Mann, Candidate of Economic Sciences, Moscow

• What are the options for selecting a marketing director?
• The most important questions for a candidate for the position of Marketing Director
• Job Responsibilities for Marketing Director

Marketing director(English Chief Marketing Officer (CMO) is the head of the marketing service. The marketing director's job responsibilities include the company's marketing policy.

Recruitment of employees is one of the most important criteria affecting business growth. That's why we've made a selection of tools that will help you find people who can solve problems outside the box.

Also, in the article you will find a test to check the candidate’s compliance with the company’s principles.

In his work, the marketing director analyzes the consumer properties of the company's products, organizes work aimed at studying the opinions and attitudes of customers, forecasting market conditions and consumer demand for products. Based on this information, he makes appropriate proposals and ideas aimed at improving the competitiveness and quality of the company's products, choosing the most appropriate marketing policy for the company.

The Marketing Director participates in the development of product production and sales programs. In some companies, he manages the work of service centers for warranty service and repair of products, puts forward his proposals for the planning and production of spare parts. His competence includes managing the dealer service and providing it with the necessary technical and advertising documentation.

The Marketing Director takes part in the creation advertising strategy companies, with the choice of suitable places for advertising, a list of exhibitions and other events to participate in, etc.

Also takes part in issues of managing the company's financial resources - including pricing issues at each level of production of the company's products. He is also involved in the analysis of investments, their payback, with the calculation of cash flows, assessment of financial, operational and other risks in the work of the company.

How to choose a marketing director

One day one of the conference participants asked me how to choose a good marketing director. The situation was during a coffee break, during which there was no opportunity to communicate for a long time. Therefore, I limited myself to an aphoristic answer - “As a wife.” Silent scene. Everyone thought for a moment and then agreed. In fact, this phrase is completely true. A male executive should choose the right marketing director the same way he would look for a future wife. The opposite situation is also true - a woman leader needs to select a specialist in the same way as searching for a husband.

If you are looking for a marketing director, you can assume that this position did not exist in your company, but now it is needed, or the previous director did not cope with his tasks. It is difficult to say which of these options is easier - in any case, the search for a specialist is accompanied by certain problems, obligations and stumbling blocks that must be taken into account.

I was hired according to the first scenario, and according to the second. In the first case, the company developed and expanded its staff. In another case, the company was starting to work on developing a new region, and a vacancy appeared for a marketing director. There was also a case when I was already the sixth marketing director in the company.

In each of these cases, different criteria for selecting a suitable specialist are assumed; job responsibilities marketing directors and priorities.

What to look for when choosing a marketing director

Natalya Kukalets, Head of the recruitment group "Marketing, advertising and PR" of the personnel holding company "Ankor", Moscow

The first thing to keep in mind when searching for a marketing director is that candidates dictate the terms and choose the best offer. So be prepared for longer negotiations (and possibly a long wait for a response) if you like the candidate.

The second point: during a crisis, not only ineffective workers are laid off, but also those who were responsible for new products. Therefore, when considering another resume with a break in experience starting in 2008 or 2009, do not make hasty conclusions - talk to the candidate, find out what exactly he did at the time last place. Perhaps he was responsible for the launch of a new product that the company abandoned during the crisis. Even if the employee did not work during the crisis, find out how he spent free time: be sure to ask at the interview what he studied over the past two years, how he improved his qualifications.

The third point: employers' requirements for marketing directors have changed. Your colleagues are expanding the area of ​​responsibility of these specialists. Now marketing directors are responsible not only for marketing support and brand promotion, but also for advertising, PR, market analysis, and copywriting. At the same time, General Directors give preference to candidates who have had relevant work experience. This is dictated by the fact that company leaders want the fastest possible advancement in the market and are not ready to wait for the candidate to get up to speed: the economy is recovering and they cannot hesitate, otherwise competitors will be surpassed.

Before interviewing a candidate for the position of Marketing Director, you should answer a number of basic questions: “What should the specialist do?”, “What tasks will he be responsible for?”, “What are the job responsibilities of the Marketing Director?” The answers to these questions may vary depending on the field of activity and the specifics of the company, but you can determine the basic skills that a suitable marketing director should have for your company.

First. Ability to manage the company's marketing department. Namely, management skills, including personnel. You need to understand whether the specialist is able to handle this. Usually this can be understood from the first minutes of communication.

Second. The need to work closely with target auditors, including clients, journalists and business partners. Therefore, he must be liked as a person (first of all) and a specialist. If he managed to please you, then he will cope with the rest.

Third. An applicant for the position of Marketing Director will be responsible for the company's marketing budget. Therefore, at a minimum, during the interview you need to ask about the size of the budgets with which he previously had to work. If a specialist has previously worked with million-dollar budgets, he is unlikely to be interested in budgets of thousands of dollars. It is imperative to discuss marketing budget issues with the candidate (how the budget is planned, what its size is, what it consists of).

Fourth. The specialist must know and be able to put into practice the marketing tools used in your segment.

It is very important for a candidate to have experience in the industry you need. But this requirement is not so important as to refuse a truly valuable and promising specialist with different experience. After all, a true professional, in theory, still imagines his future tasks. Secondly, if a potential marketing director manages specialists who know their job well on the staff of your company, then serious problems will not arise due to a shallow knowledge of the specifics of a particular industry. Thirdly, such a choice is advantageous in that the employee is not blinkered, and therefore will be able to offer important new ideas for the company’s work.

Does a marketing director need specialized marketing education? I consider this requirement desirable, but not mandatory. Practical experience is much more important than theory and certificates about education.

Fifth. The specialist may be required to be able to influence the implementation of financial plan and further development of the company. According to my data, marketing directors in 90% of companies are responsible solely for promotion, and at best for sales support. In only a few companies, the marketing director also determines strategy, product and pricing policy, and product distribution policies.

If you expect that the marketing director will only deal with sales support, that’s quite normal. You can easily find the specialist you need. But if you set the bar too high, expecting from him also recommendations on influencing sales, price, product policy, as well as strategies, this needs to be discussed from the very beginning, while providing the specialist with appropriate resources and authority in his work.

The marketing director must be able to solve various types of problems that arise. Because marketing in any case involves many problems that vary in complexity and scale.

General Director speaks

Yulia Ivanchenko, General Director of Marketing Communications Agency "Drive", Moscow

The Marketing Division is key department in the work of most companies operating in non-monopolized markets. In many ways, the pace of development of the company depends on the marketing policy. Consequently, the marketing director is considered one of the main managers - therefore, the requirements are put forward accordingly.

An ideal marketing director will need to have the following skills and qualities.

1. Understanding human psychology.
2. Analytic mind.
3. Knowledge of finance - to compare results and costs to achieve them.
4. Commitment to learning innovative methods.
5. Excellent time management skills as business often does not allow for procrastination.
6. Management skills - to build successful team inside or outside the company (when external contractors are hired for certain work), with employee motivation to achieve set goals, which sometimes turn out to be extremely ambitious.
7. Experience in various industries.
8. Understanding the relationship between different departments in the company.

The practitioner tells

Oksana Moroz,

In the field of marketing, our company has always had several product areas, each of which was subordinate to the head of the business area.

Now we have reorganized and united these departments into a department, which will be headed by a marketing director. The skills required by an applicant for this position have changed accordingly.

It is enough for the head of a business area to master a systematic approach and have practical experience in market analysis, formation assortment matrix, pricing, product and financial planning, organizing training, negotiating with suppliers.

The requirements for a candidate for the position of Marketing Director are much broader. In addition to all of the above, he must have:

• more developed management, communication and negotiation skills;
• strategic planning skills;
• experience in developing and implementing marketing strategies in our or related markets;
• flexibility, the ability to offer several options for solving professional problems;
• fluent knowledge of English (as some of our partners are English speakers).

In addition, we now pay attention only to specialists who have successfully worked as a company’s marketing director for at least three years: our company values ​​long-term cooperation.

Responsibilities of the Marketing Director

1. Development of a company's marketing policy, based on an analysis of the consumer properties of products, forecasting demand for goods or services, technical or other consumer qualities of competitors' products.
2. Ensure the participation of your department in the formation of current and long-term plans for production and sales of products, as well as in identifying new consumers and sales markets.
3. Coordination of the work of all functional departments in the analysis and collection of commercial and economic information, with the creation of a data bank on product marketing (information on production contracts, supply requests, market capacity, inventory availability, etc.).
4. Organizing a study of consumer opinion about your company’s products, with an analysis of how it affects product sales. Should also be involved in preparing ideas and proposals aimed at improving the quality and competitiveness of products.
5. Monitoring the timely elimination of identified deficiencies that are indicated in consumer claims and complaints. Must also be involved in motivating proper consumer attitude towards products.
6. Organization of strategy development promotional events in the media, also using illuminated, outdoor, postal, electronic transport advertising, with participation in fairs, industry exhibitions, sales exhibitions and other events in order to inform consumers and expand the market.
7. Preparation of proposals for creating a corporate identity for the brand and corporate design for advertising products.
8. Methodological management of the dealer service, providing it with all the necessary advertising and technical documentation.
9. Participation in the creation of proposals and recommendations, together with other departments, aimed at improving the economic, technical and other characteristics of products in order to stimulate sales and make them more attractive to the target audience.
10. Management of the work of service centers for repair and warranty service of products, with the preparation of proposals on issues of technically sound planning and production of spare parts.
11. Manage employees of your department.
12. Monitoring the correct storage, use and transportation of products.

The CMO must also understand the term “profit” to be much broader than it is defined by . After all, problems with cash flow, sales profit, return on investment, net present value, asset turnover and other similar parameters can cause a critical situation if these funds are used for any reason. Therefore, the marketing director must have a deep understanding of the importance of market and product portfolios, and the policies being pursued.

The practitioner tells

Oksana Moroz HR Director at Trade Design, Moscow

Our company's marketing has always had several product areas. Each of them worked under the control of a specific business line manager. After the reorganization, these departments were combined into a department under the leadership of the Marketing Director. Therefore, the skills that a candidate needs for a given position have also changed.

The head of a business area has enough practical experience in market analysis, systematic approach, experience in pricing, formation of an assortment matrix, financial and product planning, negotiations with suppliers, organization of training. However, broader requirements are being put forward for the marketing director. In addition to everything discussed, he also needs:

• strategic planning skills;
• more developed communication, negotiation and management skills;
• flexibility, the ability to offer different ways to solve your professional problems;
• experience in creating and implementing a marketing strategy for this market or related;
• Fluency in English (we often work with foreign partners).

Our company also pays attention to specialists with successful experience as a marketing director in a company for at least 3 years - we always value long-term cooperation.

What salary should a good marketing director pay?

Some readers may be surprised by this answer, but in Russian companies, sales directors may be offered significantly higher salaries compared to a similar position in a representative office foreign company or when working in a joint venture (if not an expat). But a similar situation is actually observed in the market - after all, the management Russian companies is trying to lure experienced and qualified specialists from foreign companies.

Salaries good directors according to marketing vary in a significant range - 3-12 thousand dollars. Salary is influenced by responsibility, qualifications of the specialist, the size of the organization and the volume of required tasks.

Therefore, a specialist requires various skills - including the skills of an advertising manager, brand manager, and the like.

On the demand for marketing directors (demand in the labor market)

Today, not only foreigners, but also domestic companies. At the same time, they find themselves in demand even in the most unexpected areas of activity, including sports and the gaming business.

In general, over the past few years, the list of top manager positions that have a marketing component in one way or another has expanded significantly. Directors of Customer Relationship Development, Customer Experience, Customer Experience, Digital... This diversity not only reflects a growing understanding of the relationship between business development and customer satisfaction, but also demonstrates the important role of marketing in strengthening this The interconnections are now becoming more and more clearly understood.

This shift in perception is largely due to breakthroughs in the development of digital technologies. The emergence of tools and processes based on digital platforms has led to changes in product range and sales methods, upending traditional mechanisms of interaction with customers, creating an abundance of new customer service channels, new competitors and making it much more difficult for companies to break through the environment. white noise" in the market.

Under the influence of all these changes, a trend such as commoditization is gaining momentum, that is, products and services are becoming more and more impersonal. Digital technologies are blurring the boundaries between industries, even in established businesses that offer “traditional” products, such as telecommunications and insurance. This same transparency has led to a radical reduction in the lifespan of any new commercial advantage. “We spend a lot of time getting a product to market, but we also have to consider that once we launch a product, we only have a head start of six months,” says Gary Booker, director of marketing at Dixons Retail. “And while our competitors are catching up with us, we must switch to something next.”

All of these trends have increased and complicated the role of the CMO. Achieving market-leading growth increasingly depends on differentiating the customer offering and strengthening customer relationships. This, in turn, requires not only high professionalism in the field of marketing, but also maximum integration of marketing activities into the structure of the organization as a whole. It's not easy to achieve, but it's worth the gamble: Our recent research shows that companies with strong marketing competencies experience revenue growth rates that are two to three times higher than the market average.

The specific responsibilities of a CMO will, of course, vary from sector to sector, but we have identified three important tasks that all CMO leaders must now address.

Analyze the situation based on reliable data and draw conclusions to stimulate growth

Forming a clear, meaningful understanding of market conditions and mechanisms for making consumer decisions is the number one task for today's marketing director. “When you start to wonder who is asking the provocative questions and advocating for all sorts of changes based on the needs of the client,” says Tariq Shaukat, chief marketing officer of Caesars Entertainment, “it turns out that these are the employees who are closest to the client and have the the most reliable information. That is, in fact, these are those who are somehow connected with marketing.” In 2013, McKinsey conducted a DataMatics study on the use of to analyze customer data. This study shows that companies that actively analyze customer data and behavior are, on average, twice as likely to generate above-market profit margins as those that do not engage in such analysis. In addition, the first of these companies are ahead of the second at all stages of the customer life cycle; they are nine times more likely to achieve the highest level of customer loyalty and a whopping 23 times more likely to outperform less analytical players in new customer acquisition rates. However, to achieve these results, you must sift through mountains of information to discover and organize information that has escaped the attention of others, and then develop the organizational skills to use this information as quickly and effectively as possible to outpace the market in terms of growth.

For example, in a large company engaged in hotel business, the CMO can use analytics to not only figure out which properties or categories of properties were in higher or lower demand over the weekend, but also track how key customer segments performed. If data shows that lucrative "weekend tourists" have on average reduced the length of their hotel stays, marketers can develop attractive offers accordingly, including various bonuses such as the option of checking out after check-out time or certain free services, in order to change consumer behavior in the right direction and prevent a reduction in revenue.

Through in-depth analysis of such data, you can increase your marketing ROI by 10-20% and achieve average profit growth of 14%. However, only 30% of companies believe they know their customers' needs well enough to understand what activities can drive growth.

How to improve the efficiency of the marketing and sales function: recommendations for the CEO

Make the marketing director the leader senior management. This hands-on approach not only incorporates customer input into key planning processes, but also gives the CMO a holistic, overall view of what's going on in the company. By getting the CMO to actively participate in executive meetings, Caesars Entertainment CEO Gary Loveman demonstrated to everyone else that he views marketing as a core driver of the business. And that's why marketers are involved in the analysis economic activity, strategic planning and even in financial analysis.

Make the marketing director the liaison between departments. Customers use an average of six communication channels when making decisions. Often, control over these channels is distributed among different departments of the company. This sequence of steps (called the “customer journey”) highlights one of the most important challenges in today's business world: brand leaders need to bring together the various functional areas within the organization to deliver a consistent, consistent level of customer experience. If a company succeeds significantly in improving the customer experience, it has the opportunity to increase revenue growth by 10-15% and reduce customer service costs by 15-20%. Phillips Healthcare CEO Deborah DiSanzo guided the development of new products from concept to market. This process includes manufacturing, customer service, research and development, clinical trial specialists, sales, supply chain operators and service teams.

Take an active part in marketing activities yourself. A significant part of the CEO's job is actually related to marketing, to promoting the company in the market. It is critical that the CEO is involved in developing the marketing strategy rather than just receiving it ready-made. Essent CEO Erwin van Lathem was personally involved in the selection of marketing specialists and, in many cases, interviewed candidates himself. leadership positions. Philips Healthcare CEO Deborah DiSanzo meets with marketing directors every two weeks.

Develop a meaningful plan for the marketing function. Most companies have a marketing plan, but it's surprising how rarely executives have a plan for the marketing function itself. A well-prepared marketing plan describes in detail what marketers will do to achieve the company's commercial goals. In addition, the marketing plan must be clearly aligned with the organization's business and operating plans so that, for example, manufacturing units are prepared to produce additional quantities of product in line with planned sales promotions by the marketing function or that sales personnel are recruited and trained. before introducing new products to the market.

Establish a direct connection between you (the CEO) and clients. The CMO must provide everyone else in the organization with detailed information about customer behavior, derived from rigorous analytics and insight into all aspects of the customer experience. Performance reports to senior management should include key indicators efficiency, which cover the parameters of interaction with customers that determine prospects further development

Give the CMO more authority to effectively control business processes throughout the organization. Another illustrative example of successful interaction between various functional areas is the organization of marketing activities in the Starwood Hotels & Resorts Group. This group set out to develop ideal customer service models for all of its brands - from St. Regis to Sheraton Four Points - and every touchpoint from the hotel lobby concierge to online social media. Starwood employees were able to significantly increase their “share of customer wallet” indicators thanks to the following results: consistent standards of customer service across different hotel chains, observed by all services, distribution of responsibility for monitoring individual touchpoints between departments, implementation of an individual approach to the content of the group’s website and the content of the mailing list, as well as - most importantly - recognition of one’s responsibility for the result.

To fully participate in the development of corporate business strategy, the CMO must be able to translate insights about customer behavior into a form that is understandable and informative to senior management. Deborah DiSanzo, CEO of Philips Healthcare, once served as chief marketing officer. She knew that she needed to gain the trust of the company's CEO and board members in order to effectively influence the development and implementation of strategy. “To gain that trust,” she says, “you have to make your case convincingly and authoritatively, based on facts. And it’s best if your marketing plans deliver ROI.” Insights into the customer base based on reliable data enable the CMO to do just that.

Develop optimal strategies and processes to implement the company’s development concept in a multi-channel customer service system

Nowadays, it has become very fashionable to talk about how difficult it is to do marketing now. At the same time, however, the question is much less often raised about those professional, including tactical, skills that a marketing director must have in order to effectively perform his job. The mechanisms by which customers interact with a company are complex and span the entire organizational structure. Even actions that seem simple at first glance, such as viewing an assortment or purchasing a product, often consist of several steps, each of which affects one or another part of the business. The client has the opportunity to go online, compare products, scan barcodes, perform a search and contact the order executor. To ensure stable high quality services at all these stages of interaction with the client, complex thinking is required across the entire system and a single, integrated approach to service delivery. Point solutions that relate individually to a call center, a store or a website no longer work in a multi-channel system - in any case, they do not provide the most efficient and high-quality service, thanks to which you can increase revenue by up to 15% and reduce costs up to 20%.

The basis of any well-designed interaction structure is a clear understanding of the needs of clients and the skills of the personnel working directly with clients. This involves designing workflows and, in many cases, optimizing them to ensure uninterrupted, high-quality service delivery. To bring all these aspects together in a systematic and deliberate manner, the CMO increasingly must act as the chief executive who - formally or informally, individually or jointly with other executives - is financially responsible for the results of his activities and thereby directly responsible for driving growth revenue. This practice of viewing results in terms of income and expenses is critical. Here's what Abi Comber, head of marketing at British Airways, says about this: “Financial responsibility is an extremely powerful tool. CMOs need to know the return on every pound spent on marketing and understand how this relates to the company's bottom line."

In addition, the performance of CMOs is now often assessed based on how effectively they manage to build and control an organizational structure that spans all areas of the business. Today, marketers are creating business process improvement centers, especially on digital platforms, to advise and support business units and functions so they can deliver the right information to the right person, in the right place, at the right time.

For example, to achieve financial targets, the marketing director of a technology company set out to reduce the length of the sales cycle. Analysis of the available data showed that initial meetings had the most significant impact on sales results sales representatives With potential clients and requests for bids. Then marketers, in collaboration with IT specialists, developed an application for iPad, with which sales agents could compile lists of clients and obtain detailed information about them, including information about important factors consumer decisions and consumer priorities, status updates and other useful information. This enabled account managers to pay close attention to issues that mattered to clients and to establish close, trusting relationships with customers. In addition, with the assistance of finance and product managers, the CMO was able to ensure that RFPs used pricing information and benchmarks to improve the quality of RFPs and reduce bid review times.

Similarly, when web analytics showed a surge in unique visitors to one student loan website, the CMO helped coordinate the application review process. To attract high-value customers with low credit risk, the CMO worked with risk management teams to speed up the loan approval process.

In addition, we worked with call center staff and IT specialists to install an interactive system on the site that made it easier for customers to fill out the necessary forms in real time, thereby reducing the number of visitors who then chose to go to a competitor's site. And when an analysis of customer data showed that loan applicants were more willing to communicate with a real person rather than with automated system, the marketing service helped assign a special employee who worked with each client. All these measures helped the bank increase lending volumes, which became a very tangible help for the marketing director in communicating with other managers.

Become a conduit for driving change throughout the organization

Currently, almost all companies in all industries are faced with the need for transformation in one way or another, as new technologies, innovations and consumer behavior patterns radically change old, established business models. When it comes to transformation organizational structure

, it goes without saying that senior leaders, starting with the CEO, must play a leading role in this process. However, the role of the CMO has a special and truly unique significance for the successful implementation of transformation. A deep knowledge of consumer behavior patterns and market trends by default means that it is up to the CMO to determine what transformation is truly needed. Furthermore, it is up to the CMO to then drive this process and facilitate the necessary change throughout the organization.

“You need to be able to control the pace of change in your company so that you can respond to customer needs and adapt to the way they interact with you,” says Abi Comber. Often the most obvious transformations are those related to customer service. Ensuring a consistent, consistent customer experience at all stages throughout the entire organization is a critical challenge, as today's customers punish companies that fail to provide quality services. In banks, for example, there is a very strong correlation between the stability of customer interactions and their services. When we assigned a group of mystery shoppers to visit 50 different bank branches and contact 50 bank call centers, analysis of the results showed that among low performers, service levels varied significantly more across branches within the same bank than across different banks themselves.

However, the CMO cannot deliver improved customer experiences solely on his own. This requires him to work closely with other company leaders responsible for the various stages of this interaction. In particular, the marketing director must, together with the head of sales, the director of production, the head of the customer service center and other interested parties, draw up a detailed diagram reflecting what exactly customers do during a particular interaction with the company, which functional units are responsible for certain aspects of working with clients and what each of them must do to ensure a stable and highest quality of service. Because of this, with so many corporate departments coming together to create the best possible customer experience, the CMO must act as the liaison throughout the organization.

This liaison role extends to other aspects of the business, including the delivery of products and services. “Marketing serves as an integrator at all stages of the end-to-end process of a company’s activities,” notes Deborah di Sanzo. “Unless you have a truly world-class marketing function, your business solutions will not meet market demands.”

At Philips Healthcare, this integration is embodied in the form of the Big marketing plan" The plan is based on a 15-page concept that details what different organizational units must do and how different functions must interact to bring a product to market. The marketing service plays a controlling and coordinating role in this process.

The CEO of Dutch energy company Essent, Erwin van Lathem, emphasized the importance of this networking ability, describing the qualities he would like to see in a marketing director: “We were looking for someone who had experience in evidence-based marketing, and this person should “I had an excellent ability to win over those around me, to be able to attract people to me and infect them with my enthusiasm, so that they would then quite consciously strive to implement the concept and achieve the goals that we formulated.”

As organizations undergo transformation, the CMO is increasingly being asked to look beyond the role of focal point for product, service and quality activities. CMOs with strong communication and creative skills are increasingly taking charge of driving change in the corporate culture as such. For example, British Airways' marketing director personally led the way in using social media to transform the company into a much more transparent and customer-focused organization. These efforts have transformed customer interactions from one-way information to active dialogue.

“British Airways is a much more open organization now than it was just ten years ago,” says Abi Comber.

To drive culture change, some CMOs are starting to work more closely with HR. Here's what Peter Markey, marketing director of the British postal company Post Office, says about this: “The relationship with the HR director is very important to me, because a lot of what we do together in terms of marketing and branding is or otherwise related to the transformation of the corporate culture of our organization. Therefore, the HR director simply has to be my best friend.”

Such partnership, among other things, helps to create the right incentive system. For example, one large diversified company needed to involve 500 thousand employees in the implementation of a new project aimed at improving the quality of customer service. To do this, the company established a relationship between customer service performance indicators and indicators operational efficiency, and then prioritized them based on the extent to which these indicators could improve customer satisfaction and strengthen the company's market position. This approach, which involves the use of interrelated indicators, served as the basis for the development of a system of employee incentives, including through various bonuses.

There is no doubt that in addition to all those purely professional skills that are necessary to master the art of marketing, the marketing director must also perfect the skills interpersonal communication- Without this, he will not be able to achieve true success. Forming close working relationships with other senior leaders, “building bridges” between functional departments, being transparent in your actions, clearly demonstrating the importance of marketing and helping other leaders achieve success are those key factors, which increasingly determine a CMO's ability to truly perform his or her role effectively.

The need to solve critical problems across the entire organization creates many challenges for the CMO. But it also increases the prestige of the position—which partly explains why the average tenure of a CMO at Fortune 100 companies is approaching 45 months (according to Russell Reynolds), nearly double the previous 23 months. previously considered the norm. CMOs who base all their decisions on reliable data, build effective relationships within the organization and leverage their experience and business qualities to achieve above-average growth rates, they can well expect that their authority and influence will soon increase significantly.

Dmitry Savitsky- McKinsey partner, Moscow
Marc Singer- Senior Partner, McKinsey, San Francisco