1、Quarterly review N4 2022The consumer is changing. Marketing is changing. CMOs now need a unique perspective that blends the needs of the individual, society and planet to address this tech-savvy consumer. The cover and the visuals inside this edition reflect this emerging CMO imperative to transform

2、, adapt, and see the consumer in a whole new perspective.Quarterly review2Capgemini Research InstituteThe New Face of Marketing3Capgemini Research InstituteThe New Face of MarketingForewordAt Capgemini, we believe in collecting and comparing the candid views of diverse stakeholders on the business i

3、ssues that will shape our collective future. By doing this, we become better prepared to seize new opportunities and to face the challenges arising from the current volatile business environment. Through our quarterly journal, Conversations for Tomorrow, the Capgemini Research Institute endeavors to

4、 equip leaders with new perspectives that will help them identify the strategic imperatives for the future of business and society. In this edition, we look at how CMOs are driving organizational change to offer the experiences customers want, delivered in the way they want. Marketing is changing fo

5、r good and for the better. Shareholder expectations have been reset: consumers expect brands to act responsibly, sustainably, and to provide real value to them as individuals, as well as to the societies they live in. The exponential increase in the volume of data available to marketers allows them

6、to gain an unprecedented level of insight into customer mindsets and behaviors, and to deliver customized experiences in real time and at scale. Marketers are truly in the drivers seat, dictating the speed and direction of business strategy and growth. With this power, there is more responsibility a

7、nd new demands are naturally being made of them. They require new skillsets and new capabilities. Moreover, if they are to meet these new demands, they will need to recognize the importance of collaboration within a marketing ecosystem. In this wide-ranging edition, we discuss the issues that reflec

8、t the new face of marketing and lay out how CMOs can begin to prepare themselves to meet these challenges.We bring perspectives from an array of business leaders, entrepreneurs, academics, and Capgeminis own subject-matter experts, including: : Sweta Mehra, Chief Marketing Officer at ANZ Pete Markey

9、, Chief Marketing Officer at Boots UK Aparna Labroo, Professor of Marketing, Kellogg School of Management Jean-Marie Culpin, Chief Marketing Officer Europe Zone at Orange Drieke Leenknegt, Chief Marketing Officer at TimberlandWe extend our thanks to all the leaders and experts who have shared their

10、thoughts and insights with us to enrich this journal. By collaborating and sharing ideas, we can help design the new face of marketing, with the aim of creating new measures of value and a new, inclusive approach that makes the customer feel valued and ensures that their voice is heard.ContentsCapge

11、mini Research InstituteThe New Face of Marketing4P.12P.12EXECUTIVE CONVERSATIONS WITHP.14 Sweta MehraChief Marketing Officer, ANZP.24 Aaron MitchellGlobal VP, Customer Engagement and Loyalty, IKEAP.34 Drieke LeenknegtChief Marketing Officer, TimberlandP.44 Pete MarkeyChief Marketing Officer, Boots U

12、KP.54 Aparna LabrooProfessor of Marketing, Kellogg School of Management, Northwestern UniversityP.64 Jean-Marie CulpinChief Marketing Officer, Europe Zone, Orange P.72Henrik Wenders Senior Vice President, Audi brandP.82Conversation with Carrie Berk InfluencerCapgemini Research InstituteThe New Face

13、of Marketing5ContentsP.84P.84FROM THE DESK OFP.86PurposeA social impact agencyP.94Jaideep PrabhuProfessor of Marketing, Judge Business School, University of CambridgeP.102Jonathan CherkiFounder and CEO, ContentsquareCapgemini Research InstituteThe New Face of Marketing6P.136P.136INSIGHTS FROM THE CA

14、PGEMINI RESEARCH INSTITUTEP.110P.110PERSPECTIVES FROM CAPGEMINIDATA-DRIVEN AND REAL-TIME MARKETING: THE PERFECT MIX OF CREATIVITY AND DATAP.112 Virginie RegisGroup Chief Marketing and Communications Officer and Group Executive Committee Member, CapgeminiJean-Pierre Villaret Head of frog Europe, part

15、 of Capgemini InventTimothy MoreyGlobal Managing Director, frog, part of Capgemini InventCONSUMERS ARE IMMERSED IN NEW TECHNOLOGIES BUT ARE CMOs VIRTUALLY LOST? P.124 Sarah ThomasGroup Chief Marketing Officer, CapgeminiAlex Smith-Bingham Customer Experience Group Offer Lead, CapgeminiP.137 A new pla

16、ybook for Chief Marketing Officers: Why CMOs should enable real-time marketing to drive sustained growthP.150 What matters to todays consumerCapgemini Research InstituteThe New Face of Marketing7Executive SummaryMarketing has long been associated with two broad, interrelated business priorities: cus

17、tomer acquisition and retention. Over time, the profile of the marketing function has evolved to encompass a pathfinding responsibility to drive business. However, the rapidly changing business environment of the past few years has caused a further reconfiguration in the face of the headwinds of cha

18、nge. Climate change, racial and gender disparity, and rising concerns about ethical issues are just some of the broad societal shifts that demand a strong response from organizations and, therefore, from their Marketing departments. To ensure that their brands can stand up to this stern examination,

19、 a new face of marketing is emerging, one markedly different from those of the past. Todays CMO is more purpose-led, data-driven, human-centered, and collaborative than ever before. Pete Markey, CMO at Boots UK, says todays CMO wears many hats: “The modern CMO needs to be three things at once: an ar

20、tist, a scientist, and a champion. The artist is a creative thinker to recognize the essence of great creative ideas. The scientist has a highly analytical approach; they understand the numbers that drive the business The champion role often gets forgotten but it is extremely important. You have to

21、tell the narrative of what the Marketing function is there for and how it is planning to achieve its goals, with the help and for the benefit of the rest of the business.”8Capgemini Research InstituteThe New Face of Marketing1 Capgemini Research Institute, “Why purpose-led organizations are winning

22、consumers hearts,” June 2020.Leading with genuine purpose We are at a critical juncture in social and commercial history. Stakeholders not only want organizations to have an ethically sound social purpose beyond profit-making, they also want them to embrace it wholeheartedly. Purpose-led organizatio

23、ns are supporting humanitarian efforts; assisting in disaster management; and lending their voices to social movements. An organizations purpose is no longer a reflection of its most popular brands but rather the values that it holds dear. The way in which it takes up the challenge of purpose dictat

24、es how a business is perceived commercially and in popular culture. As the organizations voice and torchbearer, the CMO is also seen as a leader who defines, distils, and promotes its purpose.The article from Purpose a social impact agency states: “As brands commit publicly to supporting a sustainab

25、le future, marketing needs to convert promises into reality by reshaping brands around those values. Its no longer just about sales numbers; brands must represent their customers principles.”Indeed, Sweta Mehra, CMO at ANZ, tells us, “We take the core purpose concept of “people thriving” to mean sec

26、uring their financial wellbeing. We want to help shape communities for the better, making sure they are full of happy, financially secure customers. Financial wellbeing is our business we understand what it means, both as a concept and for the individual customer.” She adds, “We encourage the custom

27、er to set goals, then create a system of nudges and incentives to help them achieve those goals. This isnt just for show: customers who receive the nudges double their saving rates versus those who didnt.”Our research has found that purpose-led organizations are winning customers hearts three in fou

28、r consumers feel a sense of gratitude towards companies that have given back to society during the ongoing health crisis. They are also winning their business: an equal number said they would prioritize such organizations when considering purchase options.1With the increasing imperative to be public

29、ly perceived as purpose-driven comes the challenge of avoiding the trap of the superficial, which can only damage an organization in the long run. Jaideep Prabhu, Professor of Marketing at the University of Cambridges Judge Business School, writes: “CMOs have to ask those tough questions: Yes, we ma

30、y get some initial attention, but could that backfire if people find our initiative is only skin-deep? Would it be better to wait for a cause that really knits with our core brand values?”Re-building the CMO role around dataToday, data and, specifically, real-time data is the marketers biggest asset

31、. From observing consumer behavior, improving products and services, and analyzing product use, it is difficult to remember how marketers managed without the array of information and the tools to dissect it that they now have at their disposal. 9Capgemini Research InstituteThe New Face of Marketing2

32、 Capgemini Research Institute, “A new playbook for Chief Marketing Officers: Why CMOs should enable real-time marketing to drive sustained growth,” October 2021.3 Edelman Trust Barometer 2022, January 2022.4 Capgemini Research Institute, “Loyalty deciphered: How emotions drive genuine engagement,” N

33、ovember 2017.Yet, our recent research into developing a new playbook for CMOs found that only about two in five marketers say their teams use data to decide on a go-to-market strategy for a new product or service, and just 45% say they have a customer-data platform that provides a unified overview o

34、f the customer.2 Only about one in ten (11%) marketers can currently be truly considered data-driven. They significantly outperform their peers on four key metrics: driving effective real-time marketing initiatives; realizing stronger business outcomes from real-time marketing; developing hard as we

35、ll as soft skills to nurture a well-rounded skillset; and fostering creativity across a range of areas, including customer engagement, personalization, and content development. Part of the challenge lies in upskilling marketing talent with data-related skills, in addition to building creative skills

36、 among data experts. Virginie Regis, Group Marketing and Communications Officer at Capgemini, writes: “CMOs must ensure that marketers are equipped with a balanced baseline of data and creative skills, while remaining open to specialist input; this requires upskilling data experts with creative skil

37、ls such as ideation, lateral thinking, storytelling, and creative writing. It would also require building foundational data skills such as analytics, statistics, and visualization, in creative experts.”Creating a more human brandForming an emotional bond with customers has never been more critical.

38、The last couple of years have demonstrated that, amid a raging pandemic and increasing levels of public distrust of political and corporate entities,3 a sense of authentic emotional connection is perhaps the most sought-after commodity. Our research on customer loyalty highlights a clear link betwee

39、n emotional connection, trust, and loyalty.4Leading CMOs understand this and place a strong emphasis on reaching out to the person, rather than just the customer. Aaron Mitchell, Global VP, Customer Engagement and Loyalty at IKEA, says, “From IKEAs perspective, how do we continue to engage people af

40、ter they have made a purchase? We want to focus on more than just post-purchase selling and instead also create ongoing engagement around home furnishing tips and ideas, plus simple things like caring or extending the life of the product.” This human-centered approach is also vividly apparent in the

41、 way large organizations are rebranding themselves. Henrik Wenders, Senior Vice President, Audi Brand comments: “Digitalization has allowed us to create a space that can be adapted to each individual. Our goal is to create a digital ecosystem within the smart device formerly known as a car that prov

42、ides our customers with an excitingly new, and yet comfortingly familiar, environment.”10Capgemini Research InstituteThe New Face of Marketing5 Capgemini Research Institute, “The key to designing inclusive tech: Creating diverse and inclusive tech teams,” August 2021.With the exponential rise in dig

43、ital interactions, the strength of the bond that can be developed with the customer through digital channels is now an acid test of projection of purpose and successful creation of a brand identity that the customer finds relatable, inclusive, and compelling. Our research on inclusive technology des

44、ign has shown that only about half of organizations involve a diverse range of end-users in their design, testing, and marketing processes.5 Further, only about one in six organizations can confirm that their digital products are inclusive of gender and ethnicity-based considerations. Jonathan Cherk

45、i, Founder & CEO, Contentsquare, writes, “As the digital world expands, and with it the opportunities for online connection, people are increasingly looking for experiences that, at their core, are still human. True, were buying clothes we cant touch and art we cant hang on our walls. However, were

46、also relying on digital to facilitate some of the most fundamental human activities: buying food, educating our kids, meeting new people, consulting our doctor and the list goes on.”Collaboration for the good of allThe modern CMO rejects silos as a component of outdated, inefficient even harmful sub

47、optimal business practice. Reaching out across organizational boundaries and even beyond the boundaries of the business itself is second nature to them. The urge to collaborate extends beyond traditional partners, such as creative and media agencies, but also involves customers as a consultative and

48、 creative force. Drieke Leenknegt, Chief Marketing Officer, Timberland, elaborates how theyre collaborating with consumers, “We are launching Construct 10061, an innovation project that helps us take Timberlands design and craftsmanship to the next level What makes the Construct program unique is th

49、e possibility for consumers to engage with and participate in the footwear innovation process itself. It not only inspires the footwear aficionados across the globe, it also gives our design innovators great insights.” While Jean-Marie Culpin, CMO Europe Zone at Orange, talks about working closely w

50、ith enterprise customers: “We have to adapt our offerings to business processes. This requires deeper, more advanced understanding of each sector and each individual business. We are co-innovating with our enterprise customers around the world to test and develop 5G use cases prior to commercial lau