No matter how the digital space has evolved substantially over the last decade, something stays the very same– a chief marketing officer wears different hats.
Case in point: Vitor Peçanha, co-founder and CMO at Rock Material, a world-renowned leader in material marketing.
Using old doors from a nation home of his co-founder’s dad, Peçanha built the first tables for the startup in 2013.
Big (and small) decisions that formed Rock Content into what it is today were made around those tables. And the chief online marketer sat at the heart of every decision-making process, driving growth and purpose with imagination and analytics.
Today, his role as a CMO has never ever been more dynamic and influential.
What does it consider modern-day CMOs to become 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 function as a CMO?
Vitor Peçanha: “As the creator of a marketing startup, all I had at the beginning was a concept and a strategy to execute it.
We founded Rock Content since we believe that there’s a much better way to do marketing by using material to draw in and thrill your audience and generate business.
When we first began in 2013, material marketing wasn’t extremely well known in the country, and our vision was to end up being the biggest content marketing company worldwide, starting by presenting it to Brazil.”
How do you make sure your marketing goals are lined up with the total company?
VP: “At Rock Content, we have a structured management model in location.
Every 6 months, the executive team examines the company’s goals– like earnings, net revenue retention (NRR), etc– to produce the overall company prepare for the company.
Then, we have a model of cascading duties and crucial performance indications (KPIs) that start at the top and end at the private contributor, where all the steps are linked to each other.
One of the effects is that a lot of the department objectives are typically quite near income, in some cases even shared with the sales team.
My private objective, for instance, is the business’s profits objective, not a marketing-specific metric.”
Buying Individuals And Training
How has your viewpoint on structure and managing a group changed over time?
VP: “I found out a few things over the last ten years, but I believe the most crucial one is that a great staff member who provides constant quality and goes the “additional mile” deserves 10x someone who just does what he’s told, even if correctly.
This grit that some individuals have makes a whole 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 big role, but I prefer to train an enthusiastic junior employee than deal with an adequate senior one.”
In a 2022 Gartner study, the absence of internal resources stood apart as the most significant space in performing content methods. Facing this challenge, how do you attract and keep top marketing skill?
VP: “We developed a big brand name in the digital marketing space over the last 10 years. We are viewed as innovators and innovators in the space, specifically in Brazil, so we don’t have a destination problem when it comes to marketing talent.
Likewise, one of our “hacks” is our learning center, Rock University, which has already crossed the 500,000-student mark since we are generally educating the market for our requirements.
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 initiatives.
I choose to have smaller sized teams, so each member has more duty and acknowledgment. Because we outsource our material development to our own freelance network, it’s easier to have a scalable group.”
Leading In A Data-First Culture
What kind of material marketing metrics do you focus on, and how do you determine whether you have the right technique in location?
VP: “The primary metric of my team today is Sales Certified Leads (SQLs), so I require to create not only volume but premium prospects for the sales group.
It’s easy to understand if we are carrying out well or not with this metric, and we are constantly keeping an eye on the SQL sources based on 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 investment there.”
They say the CMO function is largely driven by analytics rather than gut choices. Do you concur? How do you use information in your daily work?
VP: “I concur, and the majority of my choices are based on information.
I’m constantly checking the number of SQLs my team created, the expense per dollar created in the pipeline, and channel and campaign efficiency. However data alone isn’t enough to make thoughtful decisions, which’s where suspicion and experience can be found in.
A CMO requires to take a look at information and see a story, understand it, and write its next chapter.
Naturally, not every initiative is heavily based on data. It’s still crucial to do things that aren’t straight measurable, like brand name awareness projects, however these represent a little part of my investment and time.”
What are the skills that CMOs need which do not get adequate attention?
VP: “Having the ability to craft and inform an excellent story, both internally and externally, is one of the greatest skills a CMO must have, and it doesn’t get adequate attention in a world concentrated on information.
Information is important, obviously, but if you can’t turn that into a method that not only brings outcomes however also excites people, you’ll have a tough time being a fantastic CMO and leader.”
If you needed to sum up the worth of a content online marketer, what would it be?
VP: “A fantastic content marketer can create pieces of content that seem easy and easy to write, but behind them, there’s constantly a strategy, a lot of research study, and abilities that are unnoticeable to the end user, which’s how it ought to be.”
What do you believe the future of content marketing will be? The function of AI in content method?
VP: “If everything works out, the term content marketing will no longer be used in the near future.
Content techniques will be so integrated within the marketing department that it won’t make sense to call it content marketing, the same way we do not say Web 2.0 any longer.
Good CMOs and online marketers will understand that the consumer follows a journey where whatever is content (even pay per click, offline media, and so on), and it doesn’t make sense to treat them independently.”
Check out this SEJShow episode with Loren Baker, where Peçanha talks more about what lies ahead in material marketing.
Featured Image: Courtesy of Vitor Peçanha