????座談會(huì)上常常有人問我關(guān)于首席營(yíng)銷官角色的問題。我的基本解釋是,，首席營(yíng)銷官的職責(zé)具有多樣性,。根據(jù)所在公司和行業(yè)的不同，首席營(yíng)銷官這個(gè)職位往往意味著要承擔(dān)不同的職責(zé),。

????但事情本不該如此,。

????簡(jiǎn)言之，首席營(yíng)銷官應(yīng)該始終關(guān)注促進(jìn)增長(zhǎng)的方法,。首席營(yíng)銷官應(yīng)該支持消費(fèi)者,，促進(jìn)創(chuàng)新，同時(shí)成為市場(chǎng)新機(jī)遇的發(fā)現(xiàn)者,。作為CEO的搭檔,，首席營(yíng)銷官必須以總經(jīng)理的視角考慮問題,，了解公司的方方面面——而不是僅僅只關(guān)注“營(yíng)銷”。

????或許,，營(yíng)銷主管用于促進(jìn)增長(zhǎng)的手段不同于他們的同事所采用的方法,，但是，營(yíng)銷職能的最終目標(biāo)是促進(jìn)收入增長(zhǎng),。

????邁克爾?弗朗西斯是美國(guó)塔吉特百貨公司（Target）的首席營(yíng)銷官,。他把頂級(jí)設(shè)計(jì)師推向全民，從而幫助重新定義了“折扣”這個(gè)概念,。由此,，塔吉特發(fā)展成為一家主要的零售企業(yè)。擔(dān)任麥當(dāng)勞（McDonalds）首席營(yíng)銷官時(shí),，尼爾?戈登意識(shí)到了多元文化消費(fèi)者的重要性,，并以此促進(jìn)了整體業(yè)務(wù)的增長(zhǎng)。美國(guó)運(yùn)通公司（American Express）首席營(yíng)銷官約翰?海耶斯認(rèn)識(shí)到消費(fèi)者希望舉辦大眾消費(fèi)活動(dòng),，隨后設(shè)計(jì)了今天的“星期六小商家”（Small Business Saturday）促銷活動(dòng),。從美國(guó)政府到各地社區(qū)，所有人都對(duì)這個(gè)活動(dòng)表示支持,。除提升美國(guó)運(yùn)通公司的知名度外,，這個(gè)活動(dòng)還促進(jìn)了它信用卡業(yè)務(wù)的增長(zhǎng)。

????許多高管跟我說,，我不是一個(gè)“典型的首席營(yíng)銷官”——對(duì)于我重視“公司”而非只重視營(yíng)銷的做法,，他們感到驚訝。誠(chéng)然,，身為首席營(yíng)銷官,，我重視廣告、品牌化和整體傳播戰(zhàn)略工作,。但是,，我同時(shí)還重視企業(yè)文化和文化沖突、銷售和新的收入來源,。我的職責(zé)是如何利用營(yíng)銷手段了解消費(fèi)者和市場(chǎng)趨勢(shì)——所有這些工作都以促進(jìn)業(yè)務(wù)增長(zhǎng)為目標(biāo)。畢竟,，產(chǎn)生收入是最終目的,。否則，也就沒有“公司”可言了,。

????我之所以擔(dān)任甘尼特報(bào)業(yè)集團(tuán)（Gannett）的首席銷售官一職,，原因在于，甘尼特CEO格雷西亞?馬托利希望她的首位首席營(yíng)銷官在團(tuán)隊(duì)中發(fā)揮戰(zhàn)略性作用——不僅推動(dòng)變革,，而且以業(yè)績(jī)?yōu)閷?dǎo)向,。我在就任之初就清楚地認(rèn)識(shí)到，為了給客戶提供最佳服務(wù),，以消費(fèi)者為中心,，我們需要打造一個(gè)全國(guó)性的銷售部門，讓它對(duì)營(yíng)銷負(fù)責(zé),。這種整合銷售和營(yíng)銷的方式改變了我們進(jìn)入市場(chǎng)的方式,。我們成功地改變了市場(chǎng)對(duì)甘尼特的認(rèn)識(shí)，創(chuàng)建了新型戰(zhàn)略合作伙伴關(guān)系,，同時(shí)推動(dòng)了企業(yè)以全新的方式實(shí)現(xiàn)增長(zhǎng),。

????鑒于商界前所未有的變化速度和消費(fèi)者行為的不斷改變，我們可以說首席營(yíng)銷官現(xiàn)在發(fā)揮的作用比以往任何時(shí)候都更加重要,。首席營(yíng)銷官需要以促進(jìn)增長(zhǎng)和盈利為目標(biāo),，重視公司的方方面面，想客戶之所想,，提出新的創(chuàng)意,。

????最后，如果你不關(guān)注收入,，你就不該擔(dān)任首席營(yíng)銷官,。

????麥爾彥?巴尼卡瑞姆是甘尼特報(bào)業(yè)集團(tuán)的高級(jí)副總裁和首席營(yíng)銷官。(財(cái)富中文網(wǎng))

????譯者：?jiǎn)虡潇o/汪皓

????

????I'm often on panels where I'm asked about the role of the chief marketing officer. Right out of the gate, I explain that there are a variety of CMO roles, and the title often tends to mean many different things depending on the company and even the field in which you operate.

????But it shouldn't.

????Quite simply, a chief marketing officer should always be focused on ways to generate growth. CMOs should champion the consumer, drive innovation, and be a source for identifying new market opportunities. As a partner to the CEO, he/she has to think like a general manager and understand all aspects of the business -- not just focus on "marketing."

????Now, the tools a marketing executive uses to generate growth might be different from the tools employed by their colleagues, but at the end of the day, growth is what the marketing function is all about.

????Michael Francis was the CMO at Target (TGT) who helped redefine the discount category by making top designers accessible to all. Target became a major retail force as a result. When Neil Golden was CMO at McDonalds (MCD) he realized the importance of his multi-cultural consumer and used these insights to drive growth in the overall business. American Express CMO John Hayes realized that consumers wanted to celebrate Main Street -- and developed a program that is today's Small Business Saturday. Everyone from the U.S. government to local communities have come out to support this initiative, which has grown Amex's (AMX) credit card business on top of its brand visibility.

????I've had numerous executives tell me that I'm not a "typical CMO" -- they've been surprised at my focus on the "business" vs. simply marketing. As CMO, of course I spend time working on advertising, branding, and overall communications strategy. But I also spend time focusing on company culture and cultural change, sales, and new revenue streams. My job is to think about how to use the levers of marketing to gain insight into where consumers and the marketplace are heading -- all with the goal of growing our business. In the end, it's about generating revenue. Without that, there is no "business."

????What drew me to my role here at Gannett (GCI) was the fact that our CEO, Gracia Martore, wanted her first-ever CMO to play a strategic role on her team -- a marketer who would drive change and who was results-oriented. Once I arrived, it became clear to us that in order to best serve our clients and put the consumer at the core of our business, we needed to create a national sales organization and have it report to marketing. Aligning sales and marketing in this way has transformed the way we go to market. We have successfully changed the perception of Gannett in the marketplace, created new strategic partnerships, and helped grow the business in new ways.

????The role a CMO plays today is arguably more critical than ever before, given that the rate of change in business is unprecedented and that consumer behavior is evolving real-time. CMOs need to be able to see "around corners," anticipate consumer needs, and come up with new ideas, all with an eye towards generating growth and profitability.

????At the end of the day, if you're not focused on revenue, you shouldn't be CMO.

????Maryam Banikarim is senior vice president and chief marketing officer at Gannett Corp Inc.