In general, over the past few years, the list of positions of top managers, in which one way or another there is a marketing component, has significantly expanded. Directors of Customer Relationship Development, Customer Service, Customer Experience, Digital... This diversity not only reflects a growing understanding of the relationship between business development and customer satisfaction, but also shows that the important role of marketing in strengthening this interconnections are becoming more and more clear today.

This shift in perception is largely due to breakthroughs in the development of digital technologies. The emergence of tools and processes based on digital platforms has led to a change in the range of products and sales methods, has fundamentally turned traditional mechanisms of interaction with customers, created an abundance of new channels for their service, new competitors and made it much more difficult for companies to break through the environment " white noise" on the market.

Under the influence of all these changes, such a trend as commoditization is gaining momentum, that is, products and services are becoming more and more impersonal. Digital technologies are blurring the boundaries between industries, and this applies even to established lines of business offering “traditional” products, such as the telecommunications sector and insurance. This same transparency has drastically shortened the lifespan of any new commercial advantage. “We spend a lot of time getting a product to market, but we have to take into account that after the launch of the product we will have a starting advantage of no more than six months,” says Gary Booker, director of marketing for Dixons Retail. “And while our competitors are catching up with us, we have to switch to something next.”

All of these trends have reinforced and complicated the role of the CMO. Delivering market-leading growth increasingly depends on differentiating the offering to customers and strengthening relationships with them. This, in turn, requires not only high professionalism in the field of marketing, but also maximum integration marketing activities to the structure of the organization as a whole. This is not easy to achieve, but the game is worth the candle: as our recent research shows, companies with developed marketing competencies demonstrate revenue growth rates that exceed the market average by two to three times.

While the specific roles of the CMO vary across sectors, of course, we have identified three important tasks that all CMOs should now be addressing without exception.

Analyze the situation based on reliable data and draw conclusions that can stimulate growth

Formation of a clear, meaningful idea of ​​the market situation and consumer decision-making mechanisms is the number one task for today's marketing director. “When you start to wonder who exactly is asking provocative questions and campaigning for all sorts of changes based on the needs of the client,” says Tariq Shaukat, director of marketing at Caesars Entertainment, “it turns out that these are the employees who are closest to the client and have the most reliable information. That is, in fact, these are those who are somehow connected with marketing. In 2013, McKinsey conducted a DataMatics study on the use of information technologies to analyze customer data. The results of this study show that companies that actively analyze customer data and consumer behavior are, on average, twice as likely to report above-average profits than those that do not pay enough attention to such analysis. In addition, the first of these companies are ahead of the second at all stages life cycle client; they are nine times more likely to deliver the highest level of customer loyalty and are as much as 23 times more likely to outperform less analytics-minded players in terms of new customer acquisition. However, to achieve such results, you have to process mountains of information to discover and organize information that has escaped the notice of others, and then develop organizational skills that allow you to use this information as quickly and efficiently as possible in order to outperform the market in growth rates.

For example, in big company dealing with hotel business, the CMO can use analytics to not only find out which properties or categories of properties were in higher or lower demand over the weekend, but also to see how key customer segments were performing. If the data shows that profitable "weekend travelers" have reduced their average stays, marketers can develop relevant attractive offers, including various bonuses, such as the ability to check out after check-out time or certain free services, in order to change consumer behavior in the right direction and prevent a decrease in revenue.

With an in-depth analysis of such data, you can increase your marketing ROI by 10-20% and achieve an average profit growth of 14%. However, only 30% of companies believe they know the needs of their customers well enough to understand what activities can generate growth.

How to improve the effectiveness of the marketing and sales function: recommendations for the CEO

Make the CMO a top executive. This hands-on approach not only allows you to take into account the opinion of customers when performing basic planning procedures, but also gives the CMO a holistic overview of everything that happens in the company. By engaging the CMO in active participation in management meetings, CEO at Caesars Entertainment, Gary Loveman showed everyone else that he considers marketing to be one of the main drivers of business. And so marketers are involved in the analysis economic activity, strategic planning and even financial analysis.

Make the CMO the link between departments. Customers use an average of six communication channels in their decision-making process. Often, control over these channels is distributed among different departments of the company. This sequence of steps (the so-called “customer engagement process”) highlights one of the most important challenges in today’s business world: brand leaders need to bring together different functional areas within an organization to consistently and consistently provide a consistent level of customer experience. If a company succeeds significantly in improving customer experience, it has the opportunity to increase revenue growth by 10-15% and reduce customer service costs by 15-20%. Phillips Healthcare CEO Deborah di Sanzo guided the process of new product development from concept to market launch. This process includes manufacturing, customer service, research and development, clinical trials, sales, supply chain operators, and service teams.

Take an active part in marketing activities yourself. A significant part of the work of the CEO is actually related to marketing, with the promotion of the company on the market. It is imperative that the CEO is involved in the development of the marketing strategy, and not just received it ready-made. Essent CEO Erwin van Lathem personally participated in the selection of marketing specialists and in many cases interviewed candidates for leadership positions. Philips Healthcare CEO Deborah di Sanzo meets with the marketing directors once every two weeks.

Develop a meaningful plan for your marketing service. Most companies have a marketing plan, but it's surprising how rarely executives have a work plan for the marketing department itself. A well-prepared marketing work plan details what marketers will do to achieve the company's business goals. In addition, the marketing plan must be clearly aligned with the organization's business and operating plan so that, for example, manufacturing units are prepared to produce additional batches of products in line with planned sales promotion efforts by the marketing function, or that sales personnel are recruited and trained. before launching new products on the market.

Create a direct connection between you (CEO) and customers. The CMO must provide all the rest of the organization with detailed information about customer behavior, obtained as a result of thorough analytical work, which allows a deep understanding of all aspects of customer interaction. Performance reports for senior management should include key performance indicators that capture the parameters of interaction with customers that determine the prospects for further development. Ford decided to create a mechanism that would allow the head of the social online resources department to communicate directly with the company's CEO, Alan Mulally. One fine day, the department noticed the following post on Twitter: "I generally prefer Volkswagen and Audi, but now I'm driving this new car - Edge Sport, and I think it's really cool." The head of the department for working with social Internet resources asked the author of the entry to send his phone number. Immediately afterwards, while the driver was still on a test drive, he received a phone call from Ford's CEO thanking him for showing interest in the Edge Sport.

Give the CMO more authority to effectively control business processes throughout the organization. Another illustrative example of successful interaction between different functional areas is the organization of marketing activities in the Starwood Hotels & Resorts Group. The group set out to develop ideal customer service models for all their brands, from St. Regis to Sheraton Four Points - and all touchpoints - from the concierge in the hotel lobby to social media. Starwood employees have been able to significantly increase their share of the customer's wallet through the following results: consistent standards of customer service across hotel chains, followed by all services, distribution of responsibility for control of individual points of contact between departments, implementation of an individual approach to the content of the group's website and content mailing list and also - most importantly - the recognition of their responsibility for the result.

To fully participate in the development of corporate business strategy, the CMO must be able to translate insights about customer behavior into a form that is understandable and informative for senior management. Deborah di Sanzo, CEO of Philips Healthcare, was a former marketing director. She knew she needed to win the trust of the CEO and board members in order to effectively influence strategy development and execution. “To gain that kind of credibility,” she says, “you have to present your position with persuasiveness and authority, backed by facts. And best of all, if your marketing plans will provide a return on investment.” Analytical conclusions about the client base, made on the basis of reliable data, just allow the CMO to act in this way.

Develop optimal strategies and processes to implement the company's development concept in a multi-channel customer service system

Nowadays it has become very fashionable to talk about how difficult it is now to do marketing. At the same time, however, the question of those professional, including tactical skills that a marketing director must possess in order to effectively perform his job, is much less often raised. The mechanisms of customer interaction with the company are complex, they cover the entire organizational structure. Even seemingly simple actions, such as browsing the range or buying a product, often consist of several steps, each of which affects one or another part of the business. The client has the ability to go online, compare products, scan barcodes, perform a search and contact the order executor. Delivering consistently high quality of service at all these stages of the customer journey requires system-wide holistic thinking and a single, integrated approach to service delivery. Point solutions that deal individually with a call center, store or website no longer work in a multi-channel system - in any case, they do not allow for the most efficient and quality service, thanks to which you can increase revenue by up to 15% and reduce costs by up to 20%.

At the heart of any well-designed interaction structure is a clear understanding of customer needs and the skills of front-line staff. This involves building workflow schemes and in many cases optimizing them to ensure uninterrupted quality service delivery. In order to bring all these aspects together in a planned and conscious way, the CMO is increasingly required to act as the chief executive who, formally or informally, alone or with other executives, is financially responsible for the results of his activities and is thereby directly responsible for ensuring growth. revenue. This practice of seeing results in terms of income and expenditure is essential. Here is what Abi Comber, Head of Marketing at British Airways, has to say about this: “Financial responsibility is an extremely powerful tool. CMOs need to know the return on every £1 invested in marketing and how it compares to the company's bottom line.”

In addition, today the performance of CMOs is often measured in terms of how effectively they manage to build and control an organizational structure that covers all lines of business. Today, marketers are creating business process improvement hubs, especially based on digital platforms, to advise and support business units and functional units so that they can deliver the right information to the right person at the right place at the right time.

For example, in order to achieve the planned financial indicators The marketing director of a technology company set out to shorten the sales cycle. An analysis of the available data showed that the initial meetings had the most significant impact on sales results. sales representatives with potential clients and requests for bids. Back then, marketers collaborated with IT experts to develop an iPad app that sales agents could compile customer lists and get detailed information about them, including information about important factors in consumer decision-making and consumer priorities, updates on the status of cases and other useful information. As a result, account managers have been able to pay close attention to customer issues and develop close, trusting relationships with customers. In addition, with the assistance financial service and various product managers, the CMO ensured that pricing information and benchmarks were used in the preparation of requests for proposals, which improved the quality of requests and reduced the turnaround time for proposals.

Similarly, when a spike in unique visitors was detected using web analytics on a student loan site, the CMO helped coordinate the application process. To attract high-value, low-risk customers, the CMO worked with risk management to speed up the loan approval process.

In addition, along with call center staff and IT specialists, an online interaction system was installed on the site, making it easier for customers to fill out the necessary forms in real time, thereby reducing the number of visitors who preferred to go to a competitor's site later. And when an analysis of customer data showed that loan applicants were more willing to communicate with a living person than with automated system, the marketing service helped to allocate a dedicated employee who worked with each client. All these measures helped the bank to increase lending, which was a very tangible help for the marketing director in communication with other managers.

Become a bridge that drives change across the organization

Virtually all companies in all industries are currently facing the need to transform in one way or another, as new technologies, innovations and consumer behavior patterns are fundamentally changing the old, well-established business models. When it comes to transformation organizational structure It goes without saying that senior management, starting with the CEO, should play a leading role in this process. However, the role of the Chief Marketing Officer has a special, truly unique value for the successful implementation of change. Deep knowledge of consumer behavior patterns and default market trends suggests that it is up to the CMO to determine what transformations are really needed. Moreover, it is the Chief Marketing Officer who must then drive this process and help bring about the necessary changes throughout the organization.

“You need to be able to control the pace of change in your company in order to respond to customer requests and adapt to the way they interact with you,” says Abi Comber.

Often the most obvious are those changes that relate to customer service. Ensuring a consistent, consistent customer experience throughout the organization is critical, as customers today punish companies that fail to provide quality service. In banks, for example, there is a very strong correlation between customer stability and overall quality their services. When we had a group of mystery shoppers visit 50 branches of different banks and contact 50 bank call centers, the analysis of the results showed that among low-performing players, the level of service in different branches of the same bank varied significantly more than in different banks as such.

However, the marketing director is not able to ensure the improvement of interaction with customers solely on their own. This requires that he work closely with other company leaders responsible for the various stages of this interaction. In particular, the marketing director should, together with the head of sales, the director of operations, the head of the customer service center and others stakeholders draw up a detailed diagram that reflects exactly what clients do in the course of one or another interaction with the company, which functional units are responsible for certain aspects of working with clients, and what each of them must do to ensure a stable and highest quality of service. In this regard, when so many corporate departments have to join forces to create an optimal relationship with customers, the CMO must act as a link throughout the organization.

This bridging role extends to other aspects of the business, including the provision of products and services. “Marketing performs the function of an integrator at all stages of the end-to-end process of the company's activity,” notes Deborah di Sanzo. "If you don't have a truly world-class marketing service, your commercial decisions will not be market-driven."

At Philips Healthcare, this integration is embodied in the form of the Big marketing plan". At the heart of this plan is a 15-page vision that details what the different organizational units must do and how the different functional units must work together to bring a product to market. The marketing service plays a controlling and coordinating role in this process.

Erwin van Lathem, CEO of the Dutch energy company Essent, emphasized the importance of this networking skill, describing the qualities he would like to see in a CMO: I was excellent at being able to win over those around me, be able to attract people to me and infect them with my enthusiasm, so that they then quite consciously strive to realize the concept and achieve the goals that we have formulated.

As the organization-wide transformation takes place, the CMO is increasingly being challenged to go beyond the role of facilitator of activities related to products, services, and service quality. CMOs, with their strong communication and creative skills, are increasingly taking on the challenge of driving change around corporate culture itself. For example, the CMO of British Airways has personally led the way in using social media to transform the company into a much more transparent, customer-focused organization. Through these efforts, interaction with customers has evolved from one-way communication to active dialogue.

“British Airways is now much more open than it was just a decade ago,” says Aby Comber.

To bring about a change in corporate culture, some CMOs are starting to work more closely with personnel service. Here's what Peter Markey, director of marketing for the British postal company, has to say about it. post office: “The relationship with the Chief Human Resources Officer is very important to me because so much of what we do together in terms of marketing and branding is somehow related to the transformation of the corporate culture of our organization. Therefore, the director of human resources simply has to be my best friend.

Such partnership, among other things, helps to form the right incentive system. For example, one large diversified company needed to involve 500 thousand employees in the implementation of a new project aimed at improving the quality of customer service. To do this, the company established a relationship between customer performance indicators and indicators operating efficiency and then prioritized them based on how these metrics could improve customer satisfaction and strengthen the company's market position. This approach, which involves the use of interrelated indicators, served as the basis for the development of a system of employee incentives, including through various bonuses.

There is no doubt that in addition to all those purely professional skills that are necessary to master the art of marketing, the marketing director must also perfect interpersonal skills - without this, he will not be able to achieve true success. Building close working relationships with other senior executives, building bridges between functional departments, being transparent in what we do, demonstrating the value of marketing, and helping other executives succeed are key factors that increasingly determine the CMO's ability to succeed. to carry out their functions effectively.

The need to solve critical problems throughout the organization creates a lot of difficulties for the CMO. But it also adds to the prestige of the position, which is part of the reason why the average CMO tenure at Fortune 100 companies is approaching 45 months (according to Russell Reynolds), almost double the previous 23 months. previously considered the norm. CMOs, who base all their decisions on sound data, build effective relationships within the organization and leverage their experience and business qualities to achieve above-average growth rates, they may well expect their credibility and influence to increase significantly in the near future.

Dmitry Savitsky- partner of McKinsey, Moscow
Marc Singer- Senior Partner at McKinsey, San Francisco

Igor Mann, PhD in Economics, Moscow

• What are the options for selecting a marketing director
• The most important questions as a candidate for the position of director of marketing
• Job Responsibilities of the Marketing Director

Marketing director(English Chief Marketing Officer, CMO) is the head of the marketing service. Job responsibilities of the marketing director are in the marketing policy of the company.

Recruitment is one of the most important criteria influencing business growth. Therefore, we have made a selection of tools that will help you find people who can solve problems outside the box.

Also, in the article you will find a test to check the candidate's compliance with the principles of the company.

In his work, the marketing director analyzes the consumer properties of the company's products, organizes work aimed at studying the opinions and attitudes of customers, with a forecast of market conditions and consumer demand for products. Based on this information, he makes appropriate proposals and ideas aimed at improving the competitiveness and quality of the company's products, with the choice of the most appropriate marketing policy for the company.

The marketing director participates in the development of production and marketing programs. In some companies - manages the work service centers for warranty service and product repair, puts forward its proposals for the planning and production of spare parts. His competence includes managing the dealer service and providing it with the necessary technical and advertising documentation.

The marketing director takes part in the creation of the company's advertising strategy, with the choice suitable places to place advertisements, list of exhibitions and other events for participation, etc.

He also takes part in the management of the company's financial resources - including pricing issues at each level of the company's production. He is also engaged in the analysis of investments, their payback, with the calculation of cash flows, the assessment of financial, operational and other risks in the work of the company.

How to choose a marketing director

Once one of the conference participants asked me how to choose a good marketing director. The situation was at a coffee break, where it was not possible to communicate for a long time. Therefore, I limited myself to an aphoristic answer - "As a wife." Silent scene. Everyone thought about it and then agreed. In fact, this phrase is completely true. A male executive should choose a suitable marketing director in the same way that he would look for a future wife. The reverse situation is also true - a woman leader needs to select a specialist like looking for a husband.

If you are looking for a marketing director, you can assume that this position was not in your company, but now it was needed, or the former director did not cope with his tasks. It is difficult to say which of these options is easier - in any case, the search for a specialist is accompanied by certain problems, obligations and stumbling blocks that must be taken into account.

I was hired under the first scenario, and under the second. In the first case, the company developed and expanded its staff. In another case, the company began to work on the development of a new region, and a vacancy for a marketing director appeared. There was also a case when I was already the sixth marketing director in the company.

In each of these cases, different criteria for selecting a suitable specialist are assumed, they also differ official duties director of marketing and priorities.

Before you interview a candidate for the position of marketing director, you should answer a number of basic questions: “What should a specialist do?”, “What tasks will he be responsible for?”, “What are the job responsibilities of a marketing director?”. The answers to these questions may vary depending on the field of activity, the specifics of the company, but you can determine the basic skills that a suitable marketing director should have in your company.

First. Ability to manage the company's marketing department. Namely, management skills, including personnel. You need to understand if the specialist is able to handle this. Usually this can be understood from the first minutes of communication.

Second. The need to work closely with target auditors, including clients, journalists and business partners. Therefore, he should win over as a person (first of all) and a specialist. If he could please you, then he can handle the rest.

Third. The marketing director candidate will be responsible for the firm's marketing budget. Therefore, at least at the interview, you need to ask about the size of the budgets that he had to work with before. If a specialist has previously worked with million-dollar budgets, he is unlikely to be interested in budgets of thousands of dollars. It is imperative to discuss marketing budget issues with the candidate (how the budget is planned, what is its size, what does it consist of).

Fourth. The specialist must know and be able to put into practice the marketing tools used in your segment.

It is very important for a candidate to have experience in the industry you need. But this requirement is not so important as to refuse a really valuable and promising specialist with a different experience. After all, a true professional in theory still presents his future tasks. Secondly, if a potential marketing director manages specialists who know their job well in the staff of your company, then there will be no serious problems due to a shallow knowledge of the specifics of a particular industry. Thirdly, such a choice is beneficial in that the employee is not blinkered, so he will be able to offer important new ideas for the work of the company.

Does a marketing director need a specialized marketing education? This requirement is desirable, but not mandatory. Practical experience is much more important than theory and crusts about education.

Fifth. The specialist may be required to be able to influence the implementation financial plan and further development of the company. According to my data, marketing directors in 90% of companies are responsible solely for promotion, and at best for sales support. In only a few firms, the marketing director also determines the strategy, product and pricing policy, and product distribution policy.

If you rely on the fact that the marketing director will only deal with sales support - it's quite normal. You can easily get the right specialist. But if you overestimate the bar, expecting from him also recommendations for influencing sales, pricing, commodity policy, as well as strategies, it is necessary to discuss this from the very beginning, while providing the specialist with appropriate resources and authority in his work.

The marketing director must be able to solve various kinds of problems that arise. Since marketing in any case involves many problems, varying in complexity and scale.

CEO speaking

Julia Ivanchenko, General Director of the Agency marketing communications Drive, Moscow

The marketing division is a key department in the work of most companies operating in non-monopolized markets. In many ways, the pace of development of the company depends on the marketing policy. Therefore, the marketing director is considered one of the main managers - therefore, the corresponding requirements are put forward.

The ideal marketing director needs to have a number of the following skills and qualities.

1. Understanding the psychology of people.
2. Analytical mind.
3. Knowledge of finance - to compare results and costs to achieve them.
4. Committed to learning innovative methods.
5. Excellent time management skills, as often business does not allow for delay.
6. Management skills - to build a successful team inside or outside the company (when external contractors are involved for certain works), with the motivation of employees to achieve their goals, which sometimes turn out to be extremely ambitious.
7. Experience in various industries.
8. Understanding the relationship between different departments in the company.

Practitioner tells

Oksana Moroz,

In the field of marketing, our company has always had several product lines, each of which reported to the head of the business line.

We have now reorganized and merged these departments into a department headed by a marketing director. Accordingly, the skills required by the applicant for this position have also changed.

It is enough for the head of a business area to have a systematic approach and have practical experience in market analysis, the formation of an assortment matrix, pricing, product and financial planning, organizing training, negotiating with suppliers.

The requirements for a candidate for the position of marketing director are much broader. In addition to all of the above, it must have:

• more developed managerial, communication and negotiation skills;
• strategic planning skills;
• experience in developing and implementing a marketing strategy in our or related markets;
• flexibility, the ability to offer several options for solving professional problems;
• fluency in English (since some of our partners are English speakers).

In addition, now we pay attention only to specialists who have successfully worked as a marketing director of a company for at least three years: our company values ​​long-term cooperation.

Job Responsibilities of the Marketing Director

1. Development of the company's marketing policy based on the analysis of consumer properties of products, forecasting demand for goods or services, technical or other consumer qualities of competitors' products.
2. Ensure the participation of your department in the formation of current and long-term plans production and sales of products, as well as in identifying new consumers and markets.
3. Coordination of the work of all functional units for the analysis and collection of commercial and economic information, with the creation of a data bank for product marketing (information on contracts for production, applications for supplies, market capacity, availability inventory etc.).
4. Organization of the study of consumer opinion about the products of their company, with an analysis of how it affects the sale of products. He should also be involved in the preparation of ideas and proposals aimed at improving the quality and competitiveness of products.
5. Monitoring the timely elimination of identified deficiencies, which are indicated in the claims and complaints of consumers. He should also be engaged in the motivation of the proper consumer attitude to products.
6. Organization of the development of a strategy for advertising events in the media, also using illuminated, outdoor, postal, electronic transport advertising, with participation in fairs, industry exhibitions, sales exhibitions and other events in order to inform consumers and expand the market.
7. Preparation of proposals for the creation of a corporate identity for the brand and corporate design of promotional products.
8. Methodical management of the dealer service, providing for it all the necessary advertising and technical documentation.
9. Participation in the creation of proposals and recommendations, together with other departments, aimed at improving the economic, technical and other characteristics of products in order to stimulate sales and make them more attractive to the target audience.
10. Managing the work of service centers for repair and warranty service of products, with the preparation of proposals for technically sound planning and manufacturing of spare parts.
11. Manage the staff in your department.
12. Monitoring the correct storage, use and transportation of products.

The marketing director must also understand the term "profit" much broader than it is defined by. After all, problems with cash flow, profit from sales, return on investment, net present value, asset turnover and other similar parameters can cause a critical situation if you use these funds for any reason. Therefore, the marketing director must necessarily deeply understand the significance of the portfolios of markets and products, and the policies pursued.

Practitioner tells

Oksana Moroz HR Director, Trade Design, Moscow

Our marketing company has always had several product lines. Each of them worked under the direction of a specific head of the business area. After the reorganization, these departments were merged into a department under the leadership of the Marketing Director. Therefore, the skills that a candidate for this position needs have also changed.

The head of the business area has enough practical experience in market analysis, systems approach, experience in pricing, formation of an assortment matrix, financial and commodity planning, negotiations with suppliers, organization of training. However, there are already broader requirements for the marketing director. In addition to everything considered, he also needs:

• strategic planning skills;
• improved communication, negotiation and management skills;
• flexibility, the ability to offer different ways to solve their professional problems;
• experience in creating and implementing a marketing strategy in a given market or related ones;
• Fluency English language(we often work with foreign partners).

Also, our company pays attention to specialists with successful experience work as a marketing director in the company for at least 3 years - we always appreciate long-term cooperation.

What is the salary of a good marketing director

Some readers may be surprised by this answer, but in Russian companies, sales directors can be offered a salary significantly higher compared to a similar position in a representative office. foreign company or when working at a joint venture (if not an expat). But the market is really experiencing a similar situation - after all, management Russian companies is trying to poach experienced and qualified specialists from foreign companies.

The salaries of good marketing directors vary in a significant range - 3-12 thousand dollars. Responsibility, qualifications of a specialist, the scale of the organization and the volume of necessary tasks affect the salary.

Therefore, a specialist needs various skills - including the skills of an advertising manager, a brand manager, and the like.

On the demand for marketing directors (demand in the labor market)

Today, not only foreign, but also domestic companies are thinking about the need for a marketing director in their state. At the same time, they are in demand even in the most unexpected areas of activity, including sports and the gaming business.

Marketing directors

Marketing directors

One of the key business processes is the sale of goods and services. In addition to sales, it includes marketing, PR, shipping, warranty and service maintenance etc. The marketing director is the head responsible for the strategy for promoting goods / services on the market. Quite often, he also coordinates sales - then he is called the director of marketing and sales or director of sales.

The tasks of the marketing director include market and distribution channel analysis, implementation marketing strategies, bringing new products to the market, PR, advertising, Internet promotion, brand building. Also, the circle of responsibility includes communication and coordination of joint work with other departments - production, warehouse, lawyers and other departments.

The marketing director profession is in high demand in the market and this is due to the emergence of a large number of promotion channels, their complication and globalization.

In the Internet sphere, something new is born every year, services appear, technologies are introduced artificial intelligence(the system itself decides which advertisement to show you now), analytics allows you to “deeper” study the client. In order for a business to be effective, it is important to study and implement these processes.

Samvel Avetisyan is the creator of the Russian brands Tinkoff, Technoshock, Daria and many others, a pioneer of Russian marketing. “There is no concept of truth in marketing, the truth is what the consumer believes.”

Places of work

The position of marketing director is present in any large company - only there is a separate unit for the corresponding department. In small companies, the CEO, head of sales or marketer deals with such issues.

Responsibilities of the Marketing Director

As a rule, the main job responsibilities of the marketing director are as follows:

• Development and implementation of a marketing strategy.
• Advertising, PR, Internet promotion: campaign development and promotions, conducting and evaluating the effectiveness.
• Brand management. Sometimes launching new brands on the market.
• Budgeting: cost planning for the month, quarter, year.
• Marketing research, competitor analysis.
• Interaction advertising agencies, bloggers, partners.
• Employee management (marketers, copywriters, designers, etc.).

Sometimes the marketing director's functions include:

• Launch and development of mobile applications.
• SMM and promotion of groups in social networks.
• Monitoring compliance with merchandising standards.

Marketing director requirements

Different companies have different specifics of companies, but the basic requirements for a marketing director are approximately the same:

• Higher economic Education(sometimes require marketing).
• Experience in similar work - often specifics are required: B2C, B2B or, for example, real estate.
• Experience in solving complex marketing problems.
• Knowledge of the advertising market, availability of acquaintances and connections.
• Management skills and the ability to get along with a team.
• Excellent presentation, negotiation and argumentation skills.
• PC knowledge.

Additionally, you may need:

• Experience in creating and launching new brands on the market.
• SMM knowledge.

  Successful experience in managing similar projects.

• Good knowledge of English.

Howard Schultz is the CEO of Starbucks. Managed the company in the 1990s and 2000s and made it one of the world market leaders. A vivid example of how a successful marketer becomes a well-known and popular personality, quoted by major media.

How to become a marketing director

This question rests on a list of successful marketing projects and work experience. To become a marketing director, you need to go to work in marketing and make a career there. The beginning of the path is not important - it can be the Internet sphere (for example, an advertising manager or SEO specialist), PR, BTL, publishing business, etc.

Marketing Director Job Description

For future leadership work, it is important to gain a variety of experience and expand your marketing horizons - to take on various projects, learn to use various tools, combine them, and analyze effectiveness.

However, there is a big difference between a cool marketer and a marketing director. The director has people in his subordination, in the area of ​​​​responsibility a huge number of tasks. Therefore, being a marketer, at some point you will have to “raise the bar for yourself” and take the liberty of being responsible for the results of the work of other specialists. Technically, it's easy (to redo your resume and find a job), but psychologically difficult (you need to stop working yourself and transfer tasks to others).

Marketing director salary

The salary of a marketing director ranges from 60 to 500 thousand rubles per month. At the same time, there are often bonuses and bonuses for the successful completion of tasks, so a small salary does not mean a low income.

Where to get training

Apart from higher education There are a number of short-term trainings on the market, typically lasting from a week to a year.

Interregional Academy of Construction and industrial complex and her Marketing Director courses.

Suitable educational specialties: Marketing, Economics, Management.
Key items: Mathematics, Russian language, Economics.

Tuition fee (average in Russia): 200,000 rubles

Job description:

*The cost is indicated for 4 years of full-time bachelor's degree

(Chief Marketing Officer or CMO) is the head responsible for the marketing policy of the enterprise, heading its marketing service.

The marketing director analyzes the consumer properties of the products manufactured by his company, organizes work to study the opinions of buyers, predicts consumer demand for products and market conditions. In accordance with this, he prepares proposals to improve the quality and competitiveness of the product (or service), determines the marketing policy of the enterprise.

The marketing director participates in the development of production and marketing programs. In some companies, he manages the work of service centers for warranty service and repair of products, puts forward his proposals for the planning and production of spare parts. His competence includes managing the dealer service and providing it with the necessary technical and advertising documentation.

The marketing director is involved in developing the advertising strategy of his company, deciding where to advertise, which exhibitions to participate in, etc.

He also participates in the management of the company's financial resources: deals with pricing issues at all levels of production. In addition, he analyzes investments and their payback periods, calculates cash flows and assesses the operational, financial and other risks of the company.

Required professional skills and knowledge

• knowledge legislative framework and normative legal acts;
• knowledge of methods for studying consumer motivation;
• be able to determine the solvency of demand;
• have a general understanding of business processes;
• possession of information about the company's products and the relevant profile market;
• ability to conduct marketing research;
• have experience in planning and budgeting marketing activities;
• have experience in conducting effective marketing and promotional activities;
• be able to conduct competitive analysis and research pricing policy;
• possession foreign languages(English) at a conversational or fluent level;
• possession of modern software(1C, MS Office, power point);
• Experience in setting up a marketing department is desirable.
• studying the experience of domestic and foreign colleagues;
• know the ways and methods of working with the media;
• knowledge of the laws of the advertising market.

Personal qualities

• responsibility, organization;
• stress tolerance;
• decisiveness, foresight;
• organizational qualities;
• rationalism and pragmatism;
• performance;
• ability to organize team work;
• purposefulness;
• sociability;
• ability to lead and work in a team;
• have negotiating skills;
• be able to apply theoretical knowledge in practice;
• have strategic thinking.

Pros of the profession

• high salary of the marketing director;
• the prestige of the profession;
• the ability to influence business processes in the company;
• the opportunity to see the results of their work;
• variety of activities.

Cons of the profession

• high level of responsibility, stress;
• in most cases irregular working hours;
• the possibility of frequent business trips.

Place of work and career

Since the implementation of a competent marketing policy is the key to the successful long-term operation of any company, now the profession of marketing director is gaining more and more popularity. The salary of a marketing director usually ranges from 50,000 to 300,000 rubles in the capital, less in the regions.

But the level of income also depends on the place of work. The salary of an employee in the FMCG sector can reach up to 500,000 rubles, and a marketing director, for example, in the IT sector, will receive an average of 80,000 to 300,000 rubles.

In recent years career in this area has increased and is 3-4 years on average.

Depending on ambitions and competence, the marketing director can either continue development in the company or open his own business.

Education

The marketing director's education should be higher in marketing, economics, management, finance, sociology and psychology. Employers are encouraged to receive additional education, such as marketing director courses or an MBA program focused on strategic marketing.

Knowledge of the legal framework and regulatory legal acts; knowledge of methods for studying consumer motivation; be able to determine the solvency of demand; have a general understanding of business processes; possession of information about the company's products and the relevant profile market; ability to conduct market research; have experience in planning and budgeting marketing activities; have experience in conducting effective marketing and promotional activities; be able to conduct competitive analysis and pricing policy research; knowledge of foreign languages ​​(English) at a conversational or fluent level; knowledge of modern software (1C, MS Office, Power Point); Experience in setting up a marketing department is desirable. studying the experience of domestic and foreign colleagues; know the ways and methods of working with the media; knowledge of the laws of the advertising market.