For CMO Professionals

REPORT: Brand Management For A New Age: Experience And Resonance Transform Brand Leadership

November 3, 2017 Dipanjan Chatterjee, Sheryl Pattek

In the age of the customer, CMOs battle to build their brands with distracted, technology-empowered consumers who have as much to say about what the brand stands for as the company does. CMOs must lead an enterprisewide shift from a company-centric, top-down branding mindset to a customer-centric view that creates an emotionally resonant brand experience that transcends product and service transactions. This report establishes a vision for CMOs to lead brand development and management. This is an update of a previously published report; Forrester reviews and revises it periodically for continued relevance and accuracy.

For CIO Professionals

REPORT: The Operating Model For Customer Obsession

November 3, 2015 Sharyn Leaver, Michelle Moorehead, Sheryl Pattek

We know and have proven that a better customer experience correlates with higher revenue growth. But what does it take to succeed in your quest for the level of customer obsession needed to drive these results? To find out, we analyzed the practices of over 30 companies at various stages in their customer-obsessed transformations. Through in-depth discussions with C-level executives at each of these firms, we teased out the common core for success. This report details the fundamental reset of day-to-day operations required to drive customer obsession.

For CMO Professionals

REPORT: Chart A New Course For A Connected Brand Experience

August 17, 2015 Sheryl Pattek

As brand and customer experience become intertwined, brand building must move beyond the purview of just the marketing department to become an organizationwide effort. To respond, CMOs require a strategic plan to lead the brand experience that will 1) pinpoint the brand North Star; 2) navigate the brand experience with the brand compass to build a trusted, remarkable, unmistakable, and essential (TRUE) brand; and 3) create a new map of the brand experience that aligns messages, actions, and products or services (MAP). This is an update of a previously published report; Forrester reviews and updates it periodically for continued relevance and accuracy.

For CMO Professionals

REPORT: The New Roles That Will Power Your Marketing Operating System

Align Jobs To Customer Touchpoints

February 8, 2016 Sheryl Pattek

As empowered customers take control of their relationship with brands, CMOs must redefine their organization in the form of a marketing operating system (MOS) that best supports the full customer life cycle. A MOS-based organizational design requires roles that don't exist in today's marketing structure. This report is an update of a previously published report and defines the new roles that CMOs need to turn marketing from a set of silos into a smooth-running operating machine. Forrester reviews and updates its research periodically to ensure continued relevance and accuracy. This revised edition includes additional supporting research.

For CMO Professionals

REPORT: Reboot Your Organization For Modern Marketing

Use A Marketing Operating System Approach To Reconstruct Your Marketing Organization

December 5, 2014 Sheryl Pattek

Hierarchical and channel-obsessed marketing organizational structures do not effectively support the customer-obsessed approach that Forrester believes will help firms win, serve, and retain empowered customers. CMOs must shift their organizational design from product-centric or channel-centric models to a structure crafted to best serve the whole customer, whether they define it at the account level or in service of individuals. This report is an update to "Reboot Your Organization For Modern Marketing," originally published on May 6, 2014, which introduced CMOs to the concept of a marketing operating system, an organizational framework that will permit CMOs to develop more flexible and more customer-aware marketing teams.