No matter how the digital area has progressed substantially over the last decade, something stays the exact same– a chief marketing officer uses various hats.
Case in point: Vitor Peçanha, co-founder and CMO at Rock Content, a world-renowned leader in content marketing.
Utilizing old doors from a nation home of his co-founder’s dad, Peçanha built the very first tables for the start-up in 2013.
Big (and small) decisions that formed Rock Content into what it is today were made around those tables. And the chief online marketer sat at the heart of every decision-making process, driving growth and function with imagination and analytics.
Today, his function as a CMO has never been more dynamic and influential.
What does it consider modern-day CMOs to become high-impact leaders that drive their companies to success?
Peçanha has a couple of views to share.
Sharing And Attaining A Common Objective
What was your vision when you began your role as a CMO?
Vitor Peçanha: “As the founder of a marketing start-up, all I had at the start was a concept and a strategy to execute it.
We founded Rock Material due to the fact that our company believe that there’s a better way to do marketing by utilizing content to attract and delight your audience and generate company.
When we first began in 2013, material marketing wasn’t effectively known in the country, and our vision was to end up being the biggest material marketing company on the planet, starting by introducing it to Brazil.”
How do you make certain your marketing objectives are aligned with the general company?
VP: “At Rock Material, we have a structured management model in location.
Every 6 months, the executive team evaluates the business’s goals– like income, net profits retention (NRR), etc– to develop the overall organization plan for the company.
Then, we have a model of cascading duties and key performance indicators (KPIs) that begin on top and end at the private contributor, where all the steps are connected to each other.
Among the effects is that a lot of the department goals are typically quite close to earnings, sometimes even shown the sales team.
My individual objective, for example, is the company’s revenue objective, not a marketing-specific metric.”
Buying People And Training
How has your philosophy on building and handling a team changed in time?
VP: “I found out a couple of things over the last ten years, however I believe the most essential one is that a fantastic staff member who delivers constant quality and goes the “additional mile” is worth 10x somebody who just does what he’s informed, even if properly.
This grit that some people have makes a whole 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 a passionate junior worker than deal with a sufficient senior one.”
In a 2022 Gartner study, the lack of in-house resources stood apart as the most significant gap in carrying out content methods. Facing this obstacle, how do you draw in and maintain top marketing skill?
VP: “We developed a substantial brand name in the digital marketing space over the last 10 years. We are viewed as innovators and innovators in the space, particularly in Brazil, so we do not have a tourist attraction issue when it concerns marketing skill.
Also, 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 generally informing the market for our needs.
Retention is a different game since we need to keep them engaged and delighted with the business, so we invest a lot in training and other efforts.
I choose to have smaller sized teams, so each member has more obligation and acknowledgment. Since we outsource our content creation to our own freelance network, it’s easier to have a scalable group.”
Leading In A Data-First Culture
What kind of material marketing metrics do you concentrate on, and how do you determine whether you have the ideal strategy in place?
VP: “The main metric of my group today is Sales Qualified Leads (SQLs), so I need to produce not only volume however premium potential customers for the sales team.
It’s easy to know if we are performing well or not with this metric, and we are constantly keeping track of the SQL sources based on how much pipeline each source creates.
So, for example, if a sponsorship produces 1 million in the pipeline and expenses me 100,000, I increase the financial investment there.”
They state the CMO role is largely driven by analytics rather than gut choices. Do you agree? How do you use information in your day-to-day work?
VP: “I agree, and most of my decisions are based on information.
I’m continuously inspecting how many SQLs my team generated, the cost per dollar produced in the pipeline, and channel and campaign performance. However information alone isn’t adequate to make thoughtful choices, and that’s where gut feelings and experience come in.
A CMO requires to take a look at data and see a story, comprehend it, and compose its next chapter.
Naturally, not every initiative is greatly based upon data. It’s still important to do things that aren’t directly measurable, like brand name awareness campaigns, however these represent a little portion of my investment and time.”
What are the abilities that CMOs need which don’t get sufficient attention?
VP: “Being able to craft and tell a great story, both internally and externally, is one of the best abilities a CMO must have, and it doesn’t get sufficient attention in a world focused on information.
Data is important, of course, however if you can’t turn that into a technique that not only brings outcomes however also excites people, you’ll have a tough time being an excellent CMO and leader.”
If you needed to sum up the value of a material marketer, what would it be?
VP: “An excellent content marketer can produce pieces of content that appear easy and simple to compose, however behind them, there’s always a method, a lot of research study, and abilities that are undetectable to the end user, which’s how it needs to be.”
What do you believe the future of content marketing will be? The role of AI in material strategy?
VP: “If whatever works out, the term content marketing will no longer be utilized in the future.
Content methods will be so integrated within the marketing department that it will not make good sense to call it content marketing, the exact same way we do not state Web 2.0 any longer.
Good CMOs and online marketers will understand that the consumer follows a journey where whatever is content (even pay per click, offline media, etc), and it does not make good sense to treat them independently.”
Check out this SEJShow episode with Loren Baker, where Peçanha talks more about what lies ahead in content marketing.
Featured Image: Courtesy of Vitor Peçanha