No matter how the digital space has progressed considerably over the last decade, something stays the very same– a chief marketing officer uses different 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 house of his co-founder’s father, Peçanha developed the very first tables for the start-up in 2013.
Huge (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 procedure, driving development and purpose with creativity and analytics.
Today, his function as a CMO has actually never been more vibrant and prominent.
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 Accomplishing A Typical Objective
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 start was a concept and a plan to execute it.
We established Rock Material because we believe that there’s a much better way to do marketing by utilizing content to bring in and delight your audience and generate company.
When we first started in 2013, content marketing wasn’t effectively understood in the nation, and our vision was to end up being the biggest material marketing business worldwide, beginning by introducing it to Brazil.”
How do you ensure your marketing goals are lined up with the total company?
VP: “At Rock Content, we have a structured management design in place.
Every 6 months, the executive team evaluates the business’s goals– like income, net income retention (NRR), etc– to develop the overall company prepare for the company.
Then, we have a design of cascading obligations and essential performance indications (KPIs) that begin on top and end at the individual factor, where all the steps are linked to each other.
One of the effects is that a number of the department objectives are generally quite near profits, sometimes even shared with the sales group.
My private goal, for instance, is the company’s revenue goal, not a marketing-specific metric.”
Buying Individuals And Training
How has your philosophy on building and managing a group altered with time?
VP: “I learned a few things over the last 10 years, however I believe the most crucial one is that an excellent team member who delivers constant quality and goes the “additional mile” deserves 10x somebody who just does what he’s told, even if correctly.
This grit that some individuals have makes an entire distinction, and now I focus my hiring on this soft ability more than anything.
Of course, if it’s a more senior position, the experience will play a big role, however I prefer to train a passionate junior employee than handle an adequate senior one.”
In a 2022 Gartner survey, the lack of in-house resources stuck out as the greatest space in performing content methods. Facing this challenge, how do you attract and retain top marketing skill?
VP: “We constructed a huge brand name in the digital marketing space over the last 10 years. We are viewed as innovators and trendsetters in the area, especially in Brazil, so we don’t have an attraction issue when it pertains to marketing skill.
Likewise, among our “hacks” is our knowing center, Rock University, which has already crossed the 500,000-student mark because we are generally educating the marketplace for our requirements.
Retention is a various game because we require to keep them engaged and excited 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 obligation 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 sort of content marketing metrics do you concentrate on, and how do you identify whether you have the right method in location?
VP: “The primary metric of my team today is Sales Certified Leads (SQLs), so I require to create not only volume however top quality potential customers for the sales team.
It’s simple to know if we are performing well or not with this metric, and we are continuously keeping an eye on the SQL sources based upon just how much pipeline each source generates.
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 mainly driven by analytics rather than gut choices. Do you concur? How do you use information in your day-to-day work?
VP: “I agree, and most of my decisions are based on data.
I’m continuously checking the number of SQLs my group produced, the cost per dollar produced in the pipeline, and channel and project performance. However information alone isn’t adequate to make thoughtful decisions, and that’s where gut feelings and experience come in.
A CMO requires to look at information and see a story, understand it, and write its next chapter.
Obviously, not every initiative is greatly based upon data. It’s still important to do things that aren’t directly measurable, like brand name awareness campaigns, but these represent a little portion of my investment and time.”
What are the abilities that CMOs require which don’t get sufficient attention?
VP: “Having the ability to craft and tell an excellent story, both internally and externally, is among the greatest abilities a CMO should have, and it doesn’t get adequate attention in a world focused on data.
Data is necessary, of course, but if you can’t turn that into a strategy that not only brings results however likewise delights people, you’ll have a difficult time being a terrific CMO and leader.”
If you needed to summarize the worth of a material marketer, what would it be?
VP: “A terrific content marketer can produce pieces of content that appear easy and simple to compose, however behind them, there’s always a strategy, a lot of research, and abilities that are invisible to the end user, and that’s how it ought to be.”
What do you believe the future of material marketing will be? The role of AI in content technique?
VP: “If whatever goes well, the term content marketing will no longer be utilized in the future.
Content techniques will be so incorporated within the marketing department that it will not make sense to call it content marketing, the very same way we do not state Web 2.0 any longer.
Good CMOs and online marketers will comprehend that the consumer follows a journey where whatever is content (even PPC, offline media, and so on), and it does not make sense to treat them separately.”
Check out this SEJShow episode with Loren Baker, where Peçanha talks more about what lies ahead in material marketing.
Included Image: Thanks To Vitor Peçanha