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Introduction: Google Cmo This article is part of the Digiday Privacy Preview, a digital edition of stories examining what the upcoming changes to Chrome and iOS will do to the worlds of media and marketing. Read the rest of that coverage
As privacy issues become marketing conundrums in the advertising landscape, every player in the buy-sell equation is trying to figure out how to proceed with minimal change and maximum results.
At the top of the food chain are the CMOs, the executives who pull the strings of advertising and in the seat of power. But they are also under greater pressure than ever from their CEOs and CFOs to get results for the tens or hundreds of millions of dollars they spend marketing their products and services.
Why the CMO is a key
How are CMOs dealing with the plethora of privacy regulations, as well as recent moves by Apple and Google to inhibit behavioral tracking? How important are these issues to them?
Tellingly, the CMOs contacted for this story either declined to comment on the record or did not return calls requesting interviews.
However, talking to other marketing experts, one gets the sense that CMOs know that the identity problem has huge implications for the future health of their companies, but they haven’t come close to solving it. For starters, they have learned that they need to remain flexible to adapt to changing circumstances.
“Clients are not fretting,” said Eileen Kiernan, global executive director of agency IPG UM. “At the end of the day, modern marketing is about being fluid and agile, whether it’s responding to changes in the marketplace, consumer activity or competition, or changes in regulations and technology.”
Google CMO: Focus on consumer
Alphabet and Google are facing increased government scrutiny, including an antitrust lawsuit filed in December, the third since October. The legal conflict with government regulators could take years to resolve, and Google’s chief marketing officer says the best response is to continually focus on the consumer.
Google will continue to resonate with its users despite increased government scrutiny of big tech companies, the company’s chief marketing officer, Lorraine Twohill, said on CNBC’s recent CMO Exchange.
“We are by far the most helpful company in their lives and we need to continue to deliver on that,” Twohill said at the CNBC virtual event on Thursday.
User trust is a “core part” of Google’s DNA, Twohill said, and is made up of three components. It includes providing accurate and timely information while enhancing privacy and security measures to keep users safe. About 200 million users have already gone through the platform’s privacy check, she said.
“For us, if we continue to maintain a strong relationship with our consumers. With our users through being helpful… to me. That’s the right answer right now,” Twohill said.
The Mismatch Between Urgency And Importance
For many companies, it can be very difficult to undertake the transformation. Part of this is due to the fact that the term “digital transformation” itself sounds like a buzzword. It sounds overwhelming and potentially like a really long and complicated journey. That’s one of the two things we’ve heard that typically hold businesses back: the sense of urgency versus importance, especially in the age of the pandemic, when we have to make really crucial and urgent business decisions that can feel more achievable or less expensive. than this kind of big and overwhelming transformation. That’s one of the first things we hear that’s holding companies back, this mismatch between urgency and importance.
The second is internal silos, because getting buy-in across the C-suite is critical. The CFO, the CMO, and the CIO need to be really on board, so they can do things like adopt fluid budget planning and really work together.
The Three Steps For Long-Term Digital Transformation
We have seen that [focusing on quick fixes rather than long-term transformation] is really short-sighted. Because when you think of transformation as a continuous value-added process, you can drive impact today while building that long-term resiliency. [It’s about] transformation, not destiny, not a single giant project and process, but more like a journey.
Rethink planning and budgeting.
With incredibly dynamic consumer behavior, marketing strategies and budgets need to be more responsive than ever. That means you need an experimental mindset and a flexible budget. In fact, research we just completed shows that marketers at companies that are at the forefront of digital transformation are more likely to revise their budgets. Every month on a quarterly basis, compared to marketers at companies that are not. Leaders and who do more annually. budget setting. And that just doesn’t allow them to keep pace with changes in consumer behavior.
Rethink organizational skills and collapse organizational silos.
In that research we just completed [for example], we’ve seen that for most companies that are at the forefront of digital transformation, their senior marketing leaders have already established a collaborative relationship with their CFO. In reality, the CFO and CMO are like the new power couple. They make decisions together instead of from an isolated perspective.
Rethink consumer experiences.
Lean on meeting your consumers where they are. Our research has shown that 40% of marketers say they have been able to convince. Senior managers to invest in digital transformation because of that desire to be more consumer-centric.
The good news… is that marketers and CMOs are in a unique position to lead this transformation. Because they are obviously the voice of the customer, the voice of insights. And when they do, they can really show how marketing can be a driver of business results.
Where we see marketers really can lead is in bringing the voice of the customer. Bringing those insights to help fuel that desire for transformation. But the salesperson, the marketing manager [in particular], really can’t do it alone. He needs the acceptance of the entire C-suite.
He needs the CFO to understand the value that marketing can provide as a revenue driver and not just a cost. You need the CIO to partner up and come up with a stronger proprietary data strategy. If [you] do it [alone], you’re reinventing part of your digital marketing approach, but you won’t be able to achieve broader digital business transformation.
Protecting your data is a primary design consideration for all of Google’s infrastructure operations, products, and people. We believe that Google can offer a level of protection that very few public cloud. Providers or private enterprise IT teams can match.
Google designed Google Workspace to meet strict privacy and security standards based on industry best practices. Google has strong contractual commitments regarding data ownership, data use, security, transparency, and accountability. The Google Cmo These commitments ensure that you maintain control over your data and how it is processed. Including ensuring that your data is not used for advertising or any purpose. Other than the provision of Google Cloud services. Plus, we provide the tools you need to help you meet your reporting and compliance requirements.
And because data protection is at the heart of Google Workspace. We’re able to invest heavily in security, resources, and expertise at a scale others can’t. Our investment allows you to focus on your business and innovation. Google’s operations and collaboration with the security research community also allow us to quickly address vulnerabilities or prevent them altogether.
For these reasons and more, more than six million organizations around the world trust Google with their most valuable asset: their information. Google will continue to invest in Google. Workspace to allow you to benefit from our services in a secure and transparent way.