No matter how the digital space has developed substantially over the last decade, one thing remains the same– a chief marketing officer uses various hats.
Case in point: Vitor Peçanha, co-founder and CMO at Rock Material, a world-renowned leader in material marketing.
Utilizing old doors from a country home of his co-founder’s father, Peçanha built the very first tables for the start-up in 2013.
Big (and small) choices that formed Rock Content 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 creativity and analytics.
Today, his role as a CMO has actually never ever been more dynamic and influential.
What does it consider modern-day CMOs to end up being high-impact leaders that drive their companies to success?
Peçanha has a couple of views to share.
Sharing And Attaining A Typical Goal
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 beginning was a concept and a strategy to execute it.
We founded Rock Material because our company believe that there’s a better method to do marketing by utilizing content to draw in and thrill your audience and create organization.
When we initially began in 2013, material marketing wasn’t effectively known in the country, and our vision was to become the largest material marketing business in the world, starting by presenting it to Brazil.”
How do you make certain your marketing objectives are lined up with the total company?
VP: “At Rock Material, we have a structured management design in location.
Every six months, the executive group examines the company’s objectives– like revenue, net income retention (NRR), and so on– to develop the overall service prepare for the business.
Then, we have a model of cascading duties and key performance signs (KPIs) that start on top and end at the private factor, where all the steps are linked to each other.
One of the effects is that a lot of the department goals are normally pretty near revenue, often even shared with the sales team.
My specific objective, for example, is the company’s revenue goal, not a marketing-specific metric.”
Purchasing People And Training
How has your philosophy on structure and handling a team altered in time?
VP: “I found out a few things over the last 10 years, but I believe the most essential one is that a fantastic team member who delivers constant quality and goes the “extra mile” deserves 10x somebody who just does what he’s informed, even if correctly.
This grit that some individuals have makes an entire 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 huge role, however I prefer to train a passionate junior worker than handle a sufficient senior one.”
In a 2022 Gartner survey, the lack of internal resources stuck out as the most significant space in performing content techniques. Facing this obstacle, how do you attract and retain leading marketing talent?
VP: “We built a substantial brand in the digital marketing space over the last 10 years. We are seen as innovators and trendsetters in the area, particularly in Brazil, so we don’t have an attraction issue when it concerns marketing talent.
Likewise, one of our “hacks” is our knowing center, Rock University, which has currently crossed the 500,000-student mark since we are generally informing the market for our needs.
Retention is a various game due to the fact that we need to keep them engaged and delighted with the company, so we invest a lot in training and other efforts.
I prefer to have smaller sized groups, so each member has more obligation and recognition. Considering that we outsource our material creation to our own freelance network, it’s simpler 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 figure out whether you have the ideal technique in place?
VP: “The primary metric of my team today is Sales Certified Leads (SQLs), so I need to produce not just volume however top quality potential customers for the sales group.
It’s easy to know if we are performing well or not with this metric, and we are continuously keeping an eye on the SQL sources based on how much pipeline each source produces.
So, for instance, if a sponsorship creates 1 million in the pipeline and expenses me 100,000, I increase the financial investment there.”
They say the CMO function is mainly driven by analytics instead of gut decisions. Do you concur? How do you use information in your daily work?
VP: “I concur, and most of my choices are based upon information.
I’m constantly examining the number of SQLs my group generated, the expense per dollar generated in the pipeline, and channel and project efficiency. However information alone isn’t enough to make thoughtful choices, and that’s where gut feelings and experience can be found in.
A CMO needs to look at information and see a story, comprehend it, and write its next chapter.
Naturally, not every initiative is greatly based on information. It’s still essential to do things that aren’t straight measurable, like brand name awareness campaigns, however these represent a little portion of my financial investment and time.”
What are the abilities that CMOs need which don’t get sufficient attention?
VP: “Being able to craft and tell an excellent story, both internally and externally, is one of the best skills a CMO should have, and it doesn’t get enough attention in a world focused on data.
Data is essential, obviously, but if you can’t turn that into a strategy that not only brings outcomes but likewise excites people, you’ll have a tough time being a terrific CMO and leader.”
If you had to sum up the value of a content marketer, what would it be?
VP: “A fantastic content online marketer can develop pieces of material that seem basic and simple to compose, but behind them, there’s constantly a method, a great deal of research study, and skills that are unnoticeable to the end user, which’s how it ought to be.”
What do you think the future of content marketing will be? The function of AI in content technique?
VP: “If whatever works out, the term material marketing will no longer be used in the near future.
Content strategies will be so integrated within the marketing department that it will not make good sense to call it content marketing, the very same method we do not state Web 2.0 anymore.
Great CMOs and online marketers will understand that the consumer follows a journey where everything is content (even PPC, offline media, and so on), and it does not make good sense to treat them individually.”
Have a look at this SEJShow episode with Loren Baker, where Peçanha talks more about what lies ahead in content marketing.
Included Image: Courtesy of Vitor Peçanha