The world has changed rapidly in recent times, and most of those changes have been catalyzed by some form of digital transformation. Many look at marketing driven transformation through two distinct lenses: creative and technology. Few however, have the vision to understand the critical intersection of the two that is required for true success. Even fewer understand the vital role empathy must play in any transformation, and miss the necessary human component required for meaningful growth.
We are in a period of significant business change, catalyzed by the digital transformation that is upon us. This is requiring leading brands to reimagine the marketing function in ways that embrace an emphasis on both brand and performance. No longer is an either-or option viable, nor is a one size fits all approach by company size, region or industry. With this in mind, I have launched an “Ask the CMO” series where I talk to some of the top marketers in the world to uncover the leading issues and trends driving change in the marketplace.
For my latest piece in this series, I had the privilege of speaking with Shira Levy Barkan, a citizen of startup nation Israel, a global marketing veteran and current CMO (Central Marketing Operations executive) at Microsoft in charge of the brand’s marketing efforts across fifteen countries in the multi-country region of Central-Eastern Europe. We discussed her thoughts on marketing challenges today related to everything from creativity, to collaboration to geography. Below is a recap of our conversation:
Billee: So, tell me about your CMO role at Microsoft.
Shira: The regional role of CMO at Microsoft is actually called a Central Marketing Operations role. This is reflective of the changes taking place in marketing because it has become such an operational function that has so many platforms and so many tools. So, it’s really evolved into an operational role and Microsoft actually sees it that way. So, I’m not a ‘Chief.’ We have a different kind of structure than most companies, one that I believe is reflective of the changing marketing environment.
Billee: Thank you for explaining that nuance to me. Can you tell me more about your day-to-day?
Shira: I’m located in Israel, yet, I’m responsible for fifteen countries within Microsoft. The Baltics, The Balkans, The Adriatic and the Black Seas which are in the Ukraine, Georgia and Moldova. My role needs to be very operationally driven as you can probably understand. It’s a very diverse set of countries, each with very unique environments. I actually manage remotely which is something that I think that any global or regional CMO needs to address because you have a lot of people in different countries and you need to know how to manage the operation, not just from a marketing perspective, but also from people perspective. Also, because each of the four areas are very diverse from a technology perspective. So, the Baltics are the most advanced, while the Balkans are less advanced from a technology standpoint and from penetration of the cloud. All of this of course impacts my marketing execution. I call myself a revenue marketeer but I see my role as ensuring operational marketing excellence as well.
Billee: Got it. So, what is your point of view on where creativity and technology needs to intersect? Obviously, creativity needs to be central in any type of marketing role, but if your focus is more on operations, how does that play out?
Shira: Well this is a great question because since I’m super operational in my marketing execution, everybody asks did you lose your creativity? The thing is that the world is moving so fast, that if you’re not creative, you actually die. It’s not just creativity, I will say it’s actually creativity and productivity. It’s the two activities that you need to be laser focused on. What is creative? Is creative the way that the banners look? I think creativity comes in the engines that you choose, the platforms that you experiment with. It helps define where do you experiment and where not? The role of the CMO today is always to try to be creative in finding new ways to attract customers, drive growth and be very proactive about both.
Billee: Something that I’ve noticed that Microsoft has focused on as part of re-energizing the brand, is viewing collaboration, much like creativity, less as an activity and more as a vital business competency. What are your thoughts?
Shira: If you’re not collaborative, you die. You need to ensure that your vendors are aligned. You need to make sure that your partners are aligning and also make sure that your managers are aligned. To collaborate, as we say it in Hebrew, in marketing, is to say that we are the egg in the meatball. Together we hold everything together. It doesn’t matter what kind of ‘meatball’ it is, but marketing is what makes everything come together. We are the glue.
Billee: I love that. You mentioned that you have to be creative and collaborative or you die, right? Some people in the marketing function are being pulled in different directions and are weighing brand versus performance. Do you have any thoughts on what the best approach is for fusing the two together?
Shira: Well I think that until now a lot of people confuse creativity in marketing for creativity in marketing communication, which is how your brand’s advertising looks and other things like that. I think that creativity is finding new channels, and new ways that create more impact on your customers by using marketing as a lever to drive growth. Microsoft is a place that always keeps you on your toes as we lean into uncertainty, take risks and move quickly when we make mistakes, because we know that failure happens along the way to innovation. At Microsoft, we’re insatiably curious and always learning.
Billee. Yes, it leads me to another question. A lot of people I talk to are looking to do something beyond just selling things. They’re looking to do things that matter and make a difference. So, this whole idea of cause and social impact has really migrated to the notion of brand purpose as a true driver of both marketing and business. Do you have thoughts on that and how you employ that type of thinking?
Shira: Yes, I 100 percent agree with you. I know that the reason I work for Microsoft is because it does great stuff for humanity and for communities and for governments, and they really change people. Microsoft works to empower every person and organization on the planet to achieve more. You see that the new generation the millennials are smarter. They are looking for meaning. This has made me change the way that I manage them. Money counts but it’s not enough anymore. They look for meaningful activities in what they do to make an impact and not just for the sake of sales. So, you need to market Microsoft to them, but there must be truth behind it. They are super smart. It’s not about giving them a lot of money or a day off. They will leave in two months if they don’t feel they are leaving a mark. I think that every marketeer has to strive to make a mark in this world. I’m not just selling a computer or software or a tooth brush or whatever. I’m actually changing the world for the better.
Billee: There’s always been discussion for as long as the business world has been global around the act local, think global mantra. How does this translate to conveying a company’s grander purpose in a uniform fashion, but then also making it relevant to the region that you’re operating in?
Shira: First of all, I have very different countries, with very different environments. They vary from their political point of view to their culture point of view to the technology point of view. One of the things that we do at Microsoft, which is a large part of my role, is we have a corporate strategy that is very defined and very clear. But, what we do is we actually localize it for each market and that means that in addition to very defined marketing activities we add a local layer to make sure that it’s relevant for that market. That it’s relevant for our partners and that is relevant for our culture. This formula is actually how we leverage the potential that we have in any market, we give everything a bit of the local flavor. This is what I know of being a global marketeer: you taste a lot of flavors and you try a lot of things.
Billee: That’s a great quote. I would like to wrap up with your thoughts on what lies ahead of us in 2018?
Shira: So, I’ve been a marketeer for more than fifteen years and ever since the digital transformation of marketing began five or six years ago there has never been a dull moment for a marketeer. From my point of view, I think that the exciting thing is that marketing is getting more and more connected to the business and actually impacting the business. As I said, I call myself a revenue marketer, and not just a marketer, which gives me a lot of business responsibility. I think that in this era, marketing has evolved into a much broader discipline. I think that is very good news, for me at least, because I can try more things and stretch my wings. I think that we’re heading into even better times ahead. It’s not going to be easy, but it’s going to be a lot of fun.
Note: This article was first published on Billee’s Forbes blog.
The importance of the marketing function has risen dramatically inside leading organizations in our experience economy. As the push for emotional engagement rises, brands are pushing themselves to find new and exciting ways of generating meaningful experiences. As a result, storytelling continues to move from the end of the supply chain to the beginning of the invention process, and the idea of “storydoing” vs. “storytelling” has emerged in the foreground. This notion seems to fuse the increasing need for brands to have a grander sense of purpose beyond the bottom-line with the growing appetite from consumers to be emotionally engaged through authentic stories and experiences that matter.
For my latest Ask the CMO column, a series dedicated to analyzing the latest trends and disruptions in the marketing landscape, I had the pleasure of chatting with Adam Petrick, Global Director of Brand + Marketing for Puma. His repositioning of a retro sneaker brand into one of the hottest fashion footwear companies in the world is a terrific example of marketing’s new ability to drive both brand as well as performance through winning experiences that are purposeful and tied to doing interesting things in the world. Following is a recap of our conversation:
Billee: I’ve been talking to leaders about how this period of flux we’re in right now in the marketing space is impacting business. So, can we start with your thoughts on the current landscape?
As brands, we have to push ourselves to be interesting . That’s a very different proposition than just a few years ago. I think that’s an exciting shift, and one that might even be better for the brand landscape overall.
Billee: I agree. Almost all of the folks whom I’ve spoken to for this column agree that it is an exciting time because there is a bigger opportunity for marketing to make a difference. So, we are in an experience economy and I think that gets to your point of the need to focus less on the WHAT, if you will, and more on the WHO and the WHY behind it to create emotional experiences that are purposeful. How do you feel about that?
Adam: I thought you were going to say HOW because I think that the how is also very, very important. To me, the how is critical and central to everything that we’re trying to do right now with our brand. We’re trying to do less “storytelling” and more “storydoing.” We are trying to DO more period. To broadcast less, and take more action. For example, it’s really interesting when we partner with a star like Rihanna and ask her to develop a collection with us that connects to her Foundation’s cause. Not interesting to us would have been writing a giant check to Rihanna and asking her to be the face of an ad campaign. By being interesting and doing interesting things, we get to take interesting actions that impact our consumers, our culture and also of course our business.
Billee: So, I like the idea of the “storydoing” as opposed to just storytelling. To me it sounds like it connects to a grander purpose that goes beyond just the bottom line. Do you have thoughts on that?
Adam: At the end of the day we are selling goods, but we also have to do it in a way that feels like a service.When I say that, purpose for us is about trying to give us as a brand a reason to exist in the world and to help give people a reason to have us exist in their world. The way we do this is by continuing to create stuff that is cool and fun. We like to take the role of a “co-conspirator” to our audience, our partners and the culture overall. I think that the idea of being a co-conspirator is what gives us meaning. To do this effectively and authentically, we have to listen more, and we have to pay close attention to what’s going on in the culture to deliver products that connect, resonate and matter.
Billee: That makes a lot of sense. I think that all of what you’re talking ties to this pivot we are seeing from rational engagement to more emotional engagement and connecting through the lens of feeling as opposed to just things. Do you agree?
Adam: I do agree. I think that rational engagement could be about selling people a product based on a technology or a specific benefit that makes sense from a price standpoint. But I think that emotional connection is now very, very important because when you choose to wear a brand, especially in our business, where the differentiation between the brands is sometimes hard to see, that choice is driven by an emotional connection. You’re either familiar with the brand and you understand what it stands for, or you don’t. And if you aren’t connecting with a brand, then you’re not going to choose that brand. So, it’s extremely important to have emotional depth or meaning in order to be in the top consideration set of your target consumers.
Billee: That’s a lot of great information, so how do we tie it to the fact that your brand has gone through a significant revitalization in recent years. I believe that I’m correct in saying that you have been at Puma for quite a while, so I guess I’d ask what kind of pivot did you execute to go from where you were when you started at Puma, to where you are now, which I would say is quite an admirable leap?
Adam: I think that we struggled for a long time to figure out what it was that we wanted to represent and what it was that we wanted to mean in the world. I think that there was a lot of discussion to get alignment around what we wanted to be. Were we a sports brand? A fashion brand? Or a lifestyle brand? I think what happened was three or four years ago we said we have to make some changes and focus, otherwise we are going to disappear. So, we said let’s get back to basics. Let’s get back to sports. Let’s reground ourselves in our history and our authentic connection to sport and view everything we do through the lens of sports.
I think what was critical to this pivot was the realization that sports aren’t just about performance. “Sports” is also about the culture of all the things that are around sports. If you’re only focused on a category within sports, such as performance, that can be quite limiting. But when you start to think about sports as culture or sports as a lifestyle, then things get interesting.
Billee: What you just said leads me to the idea that many brands I speak with when pivoting are looking first at optimizing the experience internally in their own cultures. Was that part of your transformation process?
Adam: Yes, yes, I couldn’t agree more that the transformation of the internal culture was a very important part of the brand’s transformation. Thank you for pointing that out because you’re absolutely right. That is where it began. For us it began with grounding ourselves in the history of the brand and our legacy as a performance driven brand. We also said that we had to behave in a different way as a culture. We started with a brand mantra – Forever Faster. You know it was something that sounded great and aligned with us as a sports brand, but it also really drove a behavioral shift internally. This happened when we said being Forever Faster is not just about speed necessarily, it also was about always striving to be better. To be better in staying ahead of trends, always striving to make connections faster and always striving to solve problems faster. Forever Faster took on a lot of meaning internally and a rallying cry that marked a significant moment in our brand’s transformation.
Billee: That’s awesome to hear because it sounds like a great example of why brands need to look internally before having positive impact externally. A lot of what people used to think of internal culture as being handled by H.R. people and saw it as a very utilitarian function as opposed to a strategic one. The shift in leadership that I’m noticing is that senior marketers, like yourself, are stepping up to impact the employee experience?
Adam: I would say definitely. You are asking very good questions (laughs). Yes, I think that in order to have a company perform at a high level, your brand values and the things that your brand stand for in your consumer’s eyes have to align with internal behavior and your brand values. You then have to walk the walk internally and externally. It’s one thing for a marketer, or a brand person, or even an H.R. person, to put a poster on the wall, and entirely another to do the things that we say we stand for. Because of this, senior leadership must be closely involved in internal culture initiatives, and marketing must be among the top leaders driving that train.
Billee: That sounds like an extremely authentic approach to culture building. Tying back to partnerships that you mentioned earlier, it sounds like you’re very deliberate and discerning in selecting the type of partnerships that you do based off what we just discussed, being true to your brand values. Do you want to tell me a little bit about the most recent Rihanna CLF Creeper partnership and how and why it reflects your values?
Adam: Yes absolutely. Let’s start with Rihanna. I think Rihanna as an individual, or a creative brain or personality is very brave and her choices are determined and always true and authentic to her creative spirit. She was a little bit edgy, and we loved her synergy with our brand values.
Rihanna’s foundation is obviously very important to her and therefore because we are her partner, it’s very important to us. She has an iconic sneaker called the Creeper. It is something that we’ve had in our offering with her for a couple of years now. They are always very highly sought after, always very popular. So, this year we said, hey let’s make another Creeper, but let’s do it in a way that also can benefit her Clara Lionel Foundation. So, we worked together to generate a unique design that would be unique to the foundation’s activities this Fall. The proceeds from the sale of that product are benefiting the cause. And the product is connecting super well in culture. So, a true win-win that is not only reflective of her but of the Puma brand and values as well.
Billee: Is there anything that you want to leave us with to recap the past year or more importantly, to address what we might see in 2018
Adam: I think that more and more we are focused on trying to do interesting things with people who have their finger on the pulse of our audience and our customers. We want to create unique partnerships. We want to create new products. We want to generate stuff that’s going to be interesting rather than us looking inward as a brand.We want to be listening to our customers, listening to what’s going on out there in culture and responding to that by behaving in interesting ways. You’re going to see a lot more of that from us and likely other brands in 2018 and 2019 and beyond.
Note: This article was first published on Billee’s Forbes blog.
We are in a period of transformation we haven’t seen since the days of the Industrial Revolution. Once untouchable market incumbents have fallen. Small and agile start-ups have come out of nowhere to reimagine industries. Digital has gone from a mere channel to a necessary and vital component of reimagining business. Within this sea change, the role in the C-Suite that has perhaps been impacted most is that of the CMO.
Faced with an increasing amount of responsibility and accountability for the long-term growth of a company’s brand and performance, it has perhaps never been a more challenging time to be a marketer. With that in mind, I have launched an “Ask the CMO” feature where I speak with some of the top marketers in the world to uncover the leading issues and trends driving change in the marketplace.
For my latest piece in this series, I had the pleasure of speaking with Toni Clayton-Hine, CMO of Xerox and marketing veteran who has overseen the recent transformation of Xerox and its Set the Page Free campaign. The platform is a great example of using marketing as a major driver of brand reinvention. Its core objective is not to focus on the brand’s legacy connected with hardware and paper products, but to instead highlight the ways Xerox can serve clients who need assistance in straddling the real-life and virtual realms, while advancing innovations imperative to the future of work. The project brings together fourteen world-renowned creative talents including authors, poets and songwriters to collaborate on a book about the modern workplace.
Billee: I’m excited to have a conversation with you related to the transformation I’ve seen going on at Xerox, particularly the whole Set the Page Free idea. So, why don’t we open up with your thoughts on the changing landscape?
Toni: I’m sure you see different definitions of what makes a great CMO and what makes a great marketing function, depending on the company, where it is and where it’s going. I can speak specifically to where Xerox is today and our unique position. We’ve got this iconic brand, with such a deep history, but one of the things that we have to deal with is not the awareness of Xerox as a company, but awareness of Xerox in terms of what we stand for today. My role is to create awareness and consideration around our current portfolio, with the changing set of people that are buying, selling or influencing our technology every day, and then making sure that that brand is connected not just at that broad awareness level but also down into the field.
I think that’s one thing that’s probably common in terms of the conversations that you are having with other CMOs. The need to make sure that the components of marketing are connected and creating a more holistic view from brand awareness, to offering consideration, down to actually closing the transaction in demand generation as opposed to running those activities in silos.
Billee: I think that that’s exactly right. Generally, everyone is on the same page, but when you get inside of different organizations, there’s a lot of nuance. I know you’ve been doing a lot of great things to instigate change. Do you want to talk about anything you’ve been working on that’s emblematic of making necessary shifts and best practices for being responsive to the market?
Toni: When I took over my role in January, the way that Xerox had been run was we had this really large very diverse portfolio, and we ran a brand office that was almost separate from the performance you mentioned. I saw an opportunity to bring those things together. So that’s been a lot of the change that I am trying to drive, which is making sure that we operationalize all the handoffs and the connection points from the brand down into the field, and ensure that that drives performance.
One example is “The Set the Page Free” campaign which we believe is a unique and creative way to show how people are using and leveraging the technology in an interesting and unique way. It’s 100 percent digital, which we did that on purpose in order to use the campaign as an overarching umbrella that will ultimately drive awareness, consideration, and ultimately demand.
Every choice we’ve made in terms of bringing this campaign to life has included some sort of digital signature so that we can then leverage it downstream, albeit sometimes very far downstream, into a potential lead.
Billee: I appreciate you sharing that as it’s certainly a really great example of how to make some of the necessary shifts that are required today to connect brand directly to performance. A question that I have for you relates to how many brands are trying to identify how their brand purpose can be a mechanism driving strategy and ultimately optimizing the experience. Was that a factor in your vision when you thought about making changes?
Toni: Our purpose has always been to innovate the way the world communicates and connects and works. And, because we have that overarching promise, we can view today’s technology and tomorrow’s workplace as the lens by which we can deliver on that goal.
The one thing that helps us with this is the research centers at Xerox. Our scientists at places like PARC, the Palo Alto Research Center, understand how people work. They watch people in the workplace and how they’re interacting with technology, as opposed to starting with a problem and then asking a customer or a user what problems do you have that we can solve? They start with observation. And when you have access to that information you start to see the different ways you could solve that problem. That helps make my job easier.
Billee: Right. A lot of what I’ve been talking about that’s connected to what you just said is the big switch from rational engagement and talking about the WHAT, to emotional engagement and talking about the WHY and the WHO. I would think that what you just said would make capturing emotional engagement a bit easier since it’s informed and tuned in to a specific problem that already exists. Is that, right?
Toni: That’s absolutely right. I like how you said that. I guess I’ve always looked at it as kind of experiential, meaning moving from delivering a great product to delivering a great experience. And we’re very lucky in some respects that the B2B space follows the B2C space. So, I know the experience that’s being developed and what you’re expecting in that space from Amazon or from an Airbnb will ultimately be what’s expected in B2B. So, I use B2C as a bit of a crystal ball. When we are going to design a web journey, I know what a consumer is looking for when they go out and buy some sort of consumer based package. Good. OK. Now, what’s that going to mean in my enterprise environment?
Billee: So, in essence you know that it doesn’t matter who you’re trying to connect with, everybody today is a customer. How does your observation about the need to deliver a great experience translate in the B2E-space, with your internal customer? We know culture starts at home and that it is becoming a much more visible responsibility for marketers. Do you have any thoughts on that?
Toni: We have been working very closely with our H.R. colleagues to refine the Xerox culture, take the best elements, and update it to reflect who we are as a company today. We’re definitely spending more energy trying to create that connection to make sure our employees are advocating and articulating our brand value proposition as part of our culture work.
Billee: At the end of the day, I think that what I’m hearing is that beside the fact that there’s general consensus that employees need to be treated as customers, is this idea that because personal and professional lives intersect so much today, employees want to feel that they’re doing something with a grander purpose, as opposed to just ‘selling stuff.” This makes organizations start to think about creating a campaign approach for them as well. Is that something you might consider as you continue to evolve your brand reinvention?
Toni: One of the things we brought forward in the Set the Page Free campaign was a tie to global literacy through a relationship with the 92nd Street Y and a donation to World Reader. One of the reasons we wanted to do this is because (when you think about our employees and how they are engaging with the world), the societal and philanthropic impact becomes very important to our culture and engages our employees.
Billee: That’s something I’m seeing and hearing as well, and I think, in my humble opinion, that it has to do what’s going on in the world. We see the need for businesses to play a grander role in moral leadership, and a sense of responsibility that extends beyond the bottom line. Do you think that trend will continue?
Toni: I would say that there’s probably a little bit of a pendulum shifting back.
But I think that it will it will continue to be part of a company’s vernacular for a long time. I don’t think we’re going to go back to something where it’s only about the product and what the product does for you. People have shifted their priorities to doing business with companies that do good or at least have an awareness of their social impact. And I don’t see that changing anytime soon.
Billee: That emotional belief is a uniting idea that everyone I speak to stands behind. Another area that I have spoken about with many of your peers, is the idea of moving storytelling from vehicle of awareness at the end of the supply chain, to a vital business competency at the beginning of the invention process. This has become an increasingly important idea in the age of experience where brand purpose needs to be pulled into all customer touch points through stories that create interactions as opposed to transactions. What are your thoughts?
Toni: It’s a pretty natural thing for us. We make sure that we’ve got purpose-driven content that goes through the entire buyer’s journey. And I talk a lot about making sure that we’ve got the content that translates emotional response into action.
We also look at how we parse content between people who are selling our products, whether they’re our employees or our channel partners versus, those who are buying our products, which in our instance is the CIO/CFO, and those who are actually using our products for their business. So, for me it’s constantly looking at a cube view, and making sure that we’ve got an asset and a story around those different personas. We need to be sure that we’ve got the right content along those lines be able to drive somebody down their road. Today, everything related to brand, needs to be connected emotionally to an experience to drive performance. It’s that simple.
Note: This article was first published on Billee’s Forbes blog.