No matter how the digital area has evolved significantly over the last years, something stays the very 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.
Using old doors from a nation home of his co-founder’s father, Peçanha constructed the first tables for the start-up in 2013.
Huge (and small) decisions that formed Rock Material into what it is today were made around those tables. And the chief marketer sat at the heart of every decision-making procedure, driving growth and function with imagination and analytics.
Today, his function as a CMO has 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 couple of views to share.
Sharing And Achieving A Typical Goal
What was your vision when you began your role as a CMO?
Vitor Peçanha: “As the creator of a marketing startup, all I had at the start was an idea and a plan to execute it.
We founded Rock Content because our company believe that there’s a better way to do marketing by using material to bring in and thrill your audience and produce organization.
When we first started in 2013, material marketing wasn’t very well understood in the country, and our vision was to become the biggest material marketing business worldwide, starting by presenting it to Brazil.”
How do you make sure your marketing objectives are lined up with the total organization?
VP: “At Rock Material, we have a structured management model in place.
Every 6 months, the executive group reviews the company’s objectives– like income, net earnings retention (NRR), etc– to produce the general company prepare for the company.
Then, we have a model of cascading responsibilities and key performance signs (KPIs) that start on top and end at the individual contributor, where all the steps are linked to each other.
One of the repercussions is that many of the department goals are normally quite near to earnings, often even shared with the sales team.
My specific goal, for instance, is the company’s profits goal, not a marketing-specific metric.”
Investing In People And Training
How has your philosophy on building and managing a group changed over time?
VP: “I discovered a couple of things over the last ten years, however I believe the most crucial one is that a terrific team member who provides constant quality and goes the “additional mile” is worth 10x someone who simply does what he’s told, even if properly.
This grit that some individuals have makes an entire distinction, and now I focus my hiring on this soft skill more than anything.
Naturally, if it’s a more senior position, the experience will play a big function, however I prefer to train a passionate junior staff member than handle an adequate senior one.”
In a 2022 Gartner study, the absence of internal resources stood apart as the most significant gap in performing content techniques. Facing this challenge, how do you bring in and maintain leading marketing talent?
VP: “We developed a huge brand in the digital marketing space over the last 10 years. We are viewed as innovators and innovators in the area, specifically in Brazil, so we don’t have a tourist attraction issue when it concerns marketing skill.
Likewise, among our “hacks” is our knowing center, Rock University, which has actually currently crossed the 500,000-student mark since we are essentially educating the market for our requirements.
Retention is a various video game due to the fact that we need to keep them engaged and thrilled with the company, so we invest a lot in training and other initiatives.
I choose to have smaller sized teams, so each member has more obligation and recognition. Because we outsource our material production to our own freelance network, it’s simpler to have a scalable group.”
Leading In A Data-First Culture
What type of content marketing metrics do you concentrate on, and how do you determine whether you have the ideal method in place?
VP: “The main metric of my team today is Sales Certified Leads (SQLs), so I need to generate not only volume but premium potential customers for the sales team.
It’s easy to understand if we are carrying out well or not with this metric, and we are constantly keeping track of the SQL sources based upon just how much pipeline each source produces.
So, for instance, if a sponsorship creates 1 million in the pipeline and costs me 100,000, I increase the financial investment there.”
They state the CMO role is mainly driven by analytics rather than gut decisions. Do you agree? How do you utilize information in your everyday work?
VP: “I agree, and the majority of my choices are based upon information.
I’m constantly checking the number of SQLs my team generated, the cost per dollar generated in the pipeline, and channel and campaign performance. But data alone isn’t sufficient to make thoughtful decisions, and that’s where gut feelings and experience come in.
A CMO needs to look at information and see a story, understand it, and compose its next chapter.
Obviously, not every initiative is greatly based upon information. It’s still important to do things that aren’t straight measurable, like brand awareness projects, however these represent a small part of my investment and time.”
What are the skills that CMOs need which don’t get sufficient attention?
VP: “Being able to craft and tell a fantastic story, both internally and externally, is one of the best skills a CMO must have, and it does not get adequate attention in a world concentrated on data.
Data is necessary, naturally, however if you can’t turn that into a method that not only brings results however also thrills people, you’ll have a hard time being a great CMO and leader.”
If you had to sum up the value of a material online marketer, what would it be?
VP: “A great content online marketer can create pieces of content that appear easy and easy to compose, but behind them, there’s constantly a method, a great deal of research study, and skills that are undetectable to the end user, which’s how it must be.”
What do you believe the future of content marketing will be? The function of AI in content technique?
VP: “If whatever works out, the term content marketing will no longer be used in the near future.
Content methods will be so incorporated within the marketing department that it will not make good sense to call it content marketing, the very same way we do not state Web 2.0 any longer.
Great CMOs and online marketers will understand that the customer follows a journey where whatever is content (even pay per click, offline media, and so on), and it does not make good sense to treat them separately.”
Have 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