No matter how the digital space has evolved significantly over the last years, one thing stays the same– a chief marketing officer wears various hats.
Case in point: Vitor Peçanha, co-founder and CMO at Rock Content, a world-renowned leader in material marketing.
Using old doors from a country house of his co-founder’s father, Peçanha developed the first tables for the start-up in 2013.
Big (and small) choices that formed Rock Material into what it is today were made around those tables. And the chief 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 actually never been more dynamic and influential.
What does it consider modern-day CMOs to end up being high-impact leaders that drive their organizations to success?
Peçanha has a couple of views to share.
Sharing And Accomplishing A Common Goal
What was your vision when you started your function as a CMO?
Vitor Peçanha: “As the creator of a marketing startup, all I had at the beginning was an idea and a strategy to execute it.
We founded Rock Content since our company believe that there’s a better method to do marketing by utilizing material to draw in and thrill your audience and produce company.
When we first started in 2013, material marketing wasn’t very well known in the nation, and our vision was to end up being the largest material marketing business worldwide, starting by presenting it to Brazil.”
How do you make certain your marketing goals are aligned with the total company?
VP: “At Rock Content, we have a structured management model in place.
Every six months, the executive team reviews the business’s objectives– like profits, net profits retention (NRR), and so on– to create the overall business prepare for the company.
Then, we have a model of cascading responsibilities and crucial efficiency signs (KPIs) that begin at the top and end at the specific factor, where all the steps are connected to each other.
One of the consequences is that much of the department objectives are generally pretty close to profits, in some cases even shown the sales group.
My private objective, for instance, is the company’s income goal, not a marketing-specific metric.”
Buying People And Training
How has your philosophy on structure and managing a team changed gradually?
VP: “I learned a few things over the last ten years, but I believe the most essential one is that a fantastic staff member who provides constant quality and goes the “additional mile” is worth 10x someone who just does what he’s informed, even if correctly.
This grit that some individuals have makes a whole distinction, 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 choose to train an enthusiastic junior employee than handle a sufficient senior one.”
In a 2022 Gartner study, the absence of in-house resources stood apart as the biggest space in performing content strategies. Facing this obstacle, how do you attract and retain leading marketing skill?
VP: “We developed a substantial brand name in the digital marketing area over the last ten years. We are seen as innovators and trendsetters in the space, specifically in Brazil, so we do not have a destination issue when it concerns marketing talent.
Also, one of our “hacks” is our knowing center, Rock University, which has already crossed the 500,000-student mark because we are basically informing the market for our requirements.
Retention is a different game due to the fact that we need to keep them engaged and delighted with the business, so we invest a lot in training and other efforts.
I prefer to have smaller groups, so each member has more responsibility and acknowledgment. Since we outsource our content development to our own freelance network, it’s simpler to have a scalable group.”
Leading In A Data-First Culture
What sort of material marketing metrics do you concentrate on, and how do you figure out whether you have the best method in place?
VP: “The primary metric of my group today is Sales Certified Leads (SQLs), so I need to produce not just volume but top quality potential customers for the sales group.
It’s easy to know if we are carrying out well or not with this metric, and we are constantly monitoring the SQL sources based upon just how much pipeline each source creates.
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 role is largely driven by analytics rather than gut choices. Do you concur? How do you use data in your everyday work?
VP: “I concur, and most of my choices are based on information.
I’m continuously checking how many SQLs my group created, the expense per dollar produced in the pipeline, and channel and project performance. However data alone isn’t sufficient 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 effort is heavily based on data. It’s still important to do things that aren’t straight measurable, like brand awareness projects, however these represent a little part of my investment and time.”
What are the abilities that CMOs need which do not get enough attention?
VP: “Having the ability to craft and inform a fantastic story, both internally and externally, is among the best skills a CMO should have, and it doesn’t get sufficient attention in a world concentrated on information.
Information is necessary, naturally, however if you can’t turn that into a technique that not just brings outcomes however likewise excites people, you’ll have a tough time being a great CMO and leader.”
If you needed to sum up the worth of a material marketer, what would it be?
VP: “A terrific content marketer can produce pieces of material that seem basic and easy to compose, but behind them, there’s constantly a strategy, a great deal of research, and skills that are unnoticeable to the end user, and that’s how it should be.”
What do you believe the future of content marketing will be? The function of AI in material technique?
VP: “If everything goes well, the term material marketing will no longer be utilized in the near future.
Material methods will be so incorporated within the marketing department that it will not make good sense to call it content marketing, the very same method we do not say Web 2.0 anymore.
Excellent CMOs and online marketers will understand that the client follows a journey where whatever is content (even PPC, offline media, etc), and it does not make good sense to treat them separately.”
Have a look at this SEJShow episode with Loren Baker, where Peçanha talks more about what lies ahead in material marketing.
Included Image: Thanks To Vitor Peçanha