Customer & Marketing Strategy
Navigate your course
Stakeholder expectations for growth and profitability have increased while the global business environment grows more complex and fluid. In this environment, the influence and agenda of marketing executives have expanded, yet their organizational context has not fully caught up — they often have only indirect input on many of the critical customer and marketing-related decisions enterprises need to make. Navigating these tensions is what today's chief marketing officers (CMOs) face.
In fact, marketing executives have conflicting mandates. On one hand, they are asked to set the strategy for growth, build marketing capabilities, align the organization around customer experience, drive innovation, educate the organization about new digital, social and mobile channels and customer opportunities and bring the voice of the customer into the enterprise. But CMOs typically are also pressured to leverage new marketing-related technologies and demonstrate near-term impact and return. Balancing the long-term view in a short-term world — and often doing so globally — is no easy task for an executive.
How we can help
Monitor Deloitte's Customer and Marketing Strategy professionals work with marketing executives, particularly CMOs, to design and deliver customer and marketing-anchored change and growth in their enterprises. Our services center on three types of customer and marketing transformations: growth and marketing transformation, marketing analytics and operations transformation and customer experience and service transformation.
Meet our people
- Vicky Levy, Principal, Deloitte Consulting LLP
|More growth options up front: Big data enables a new opening step in the growth decision-making process
In the past, growth decisions were limited mostly to the ideas that executives could envision on their own. Today, with big data, executives can consider growth options that they might otherwise not even have imagined.
|"5D" growth: Sourcing growth outside the rules
External and internal pressures can lead growth-seeking executives to focus almost entirely on share gain and retention, blinding them to other avenues to organic growth.
|Bridging the Digital Divide: How CMOs can rise to meet 5 expanding expectations
It’s the CMO’s job to lead the dismantling of silos that separate web, call centers, mobile and in-store channels to create the consistent, personalized experience that today's technology-empowered customers demand. This report from Deloitte and ExactTarget outlines expectations that today's CMOs should meet as they build customer-centric organizations.
|The three rules in consumer products
Shifts in the consumer products (CP) marketplace are driving CP companies to reconceive what it means to be better before cheaper and to pursue revenue before cost.
|Digital marketing and the mind of the CMO
As adoption of digital media and devices surges, companies are investing billions of dollars in digital marketing. The rising importance of digital media, marketing and commerce is elevating the importance of the chief marketing officer (CMO) as strategist, innovator and buyer of advisory services and technology.
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