<\/p>\n
Conny Braams of Unilever once topped all lists of top CMOs<\/a> in the World. In recent years, her designation changed from CMO to Chief Digital and Marketing Officer<\/a>, then it became Chief Digital and Commercial Officer. Let\u2019s take an example beyond Lever – one of the recent leaders in such global lists – Tariq Hasan of McDonald\u2019s – his designation is Chief Marketing and Customer Experience Officer then there is another global leader in marketing, Linus Karlsson of Ikea, his designation is Chief Creative Officer For Marketing and Communication, Mathilde Delhoume of Louis Vuitton Mo\u00ebt Hennessy puts her designation as Global Brand Officer LVMH (France).It is clear that we are no longer in the Mad Men era where Don Draper\u2019s simple messaging like \u201cIt\u2019s toasted\u201d for a cigarette can help the brand weather storms. Or are we still in the same era? As the above designations suggest – CMOs are custodians of brand equity, communication, creative storytelling, digital metrics, customer experience, growth, commerce, and reputation among many other things. Some companies have eroded designations like CMO and some have replaced them with chief growth officer (Coca Cola – the most notable one) and some organisations continued with CMO.<\/p>\n What does the persona of a CMO look like today? Is the designation – CMO as well as the persona shaping to someone else – maybe be techie, maybe a data miner\u2026 Anil Vishwanathan, the former CMO of Mondelez India who is currently the Managing Director – Mondelez Kinh Do (Vietnam), had once said, \u201cCMOs today are closest to conversion than they ever were,\u201d and that changed the entire discourse around the function – making it a growth driver and not a department that spends plenty. On the other hand, Deepak Subramanian, executive director – HUL & GM, Homecare Business Unit, South Asia; Head of HUL Sustainability, presented at Brand Equity’s Brand World Summit 2024 – “Reality is that it is not easy to be a CMO and CMO tenures are coming down. In Fortune 500 companies the average CMO tenure has come down by 3 months in a period of 1 year from 51 months to 49 months.”<\/p>\n The February 1, edition of Economic Times Brand Equity\u2019s Digital Cover dives deep into understanding the conundrums around the designation CMO and the role that a CMO plays today. On the cover is one of the elites of Indian Marketing – Asha Kharga<\/a>, Chief Customer & Brand Officer and Member of the Group Executive Board of the Mahindra<\/a> Group.<\/p>\n It is not the endgame for CMOs – her immediate reaction to the presented conundrums, \u201cThe role of marketing is to drive demand. You have to be able to grow the business depending upon what product you are selling, which market, which geography etc. I think the Chief Growth Officer is nothing but ensuring that you are basically creating revenue opportunities for the business and for the brand.\u201d<\/p>\n She is of the view that FMCG industry has the best managed to integrate P&L and brand because the way it’s structured. \u201cIf you look at banks and financial services or conventional feet-on-street businesses, I think what’s happening there with digital coming in, the role of the Chief Marketing Officer evolves into brand plus being able to leverage digital for creating growth.\u201d Kharga asserts.<\/p>\n Edited Excerpts:<\/strong><\/p>\n With digital comes data-driven marketing? You have so much data; you obviously need more technology to make sense of that data. Then comes another discourse: there\u2019s so much technology involved in marketing, so should the responsibility rather rest with the CTO or CIO\u2019s office? Second, when you talk about data-driven analytics I think the medium is new but otherwise marketers fundamentally have been very comfortable with data. In the old world you looked at purchase basket analysis you looked at Kantar IMRB (or you can say market research) or purchase behaviour data. You looked at what is the repertoire of products she is buying, how do I increase my share of requirement in the purchase basket then you looked at Nielsen data, you looked at internal volumes, how much Nielsen was showing as your volumes and therefore you triangulated and knew for example what was the opportunity.<\/p>\n Now if you are a very data-driven person, intrinsically then managing a new set of data is not going to be very difficult for you. You are just dealing with data in a different context. Which is basically how many leads am I generating and what is the conversion of those leads to booking? What you call classic – inquiry, test drive, retail experience and then booking? So you have to manage that funnel and you will look at the data to see how do I get the most efficiency out of this which is what you were doing in the old brick-and-mortar world.<\/p>\n So I feel data-driven marketing is also something that is really the core expertise of marketers. And the other thing that marketing does very well is that they are able to create kind of cross-functional teams and they have been leading cross-functional teams.<\/p>\n Is this ability to lead cross-functional teams why we see a wave of CMOs becoming CEOs? The age of the CMO isn\u2019t over, but CMOs must adapt. Take marketing at HUL eight years ago versus auto marketing today. Mass-market brands once relied on TV as the most cost-effective reach. Now, reaching SUV enthusiasts, for example, goes beyond awareness\u2014auto and travel influencers play a crucial role in shaping perceptions.<\/p>\n Influencer strategy is essential in tackling consumer barriers. For instance, misconceptions about Thar being a three-door vehicle can be addressed by influencers showcasing its five-door version and improved backseat experience. Similarly, concerns about the EV range, charging, and safety can be dispelled through credible voices in the auto space. What’s your take on this entire perception or debate about performance marketing vs branding? <\/strong><\/p>\n I don’t think you can lead with performance marketing and create brand pull. It\u2019s not one versus the other\u2014brand and performance marketing work in tandem. First, you need to build salience, awareness, and emotional connection. A strong thematic TVC creates desirability, while influencer strategies enhance credibility. Customer experience isn\u2019t peripheral; it\u2019s a core performance metric. We track Net Promoter Scores (NPS) across all businesses, and it sits on CEOs\u2019 scorecards alongside revenue and market shareAsha Kharga<\/cite><\/p>\n<\/blockquote>\n How crucial is customer experience in turning customers into loyal ones? The product experience itself is key\u2014whether it\u2019s a seamless booking process at a resort or the handover of a spotless, fully prepped vehicle at a dealership. Beyond that, service experience is the real moment of truth. A scheduled first service builds trust, while an unscheduled one demands exceptional service recovery. Transparency in billing, adherence to timelines, and delivering a well-maintained vehicle all shape customer perception.<\/p>\n Ultimately, ownership of customer experience must extend to the frontline. Corporate strategies mean little if the last-mile delivery falls short. Whether in a metro dealership or a remote town, every customer interaction must uphold the same standard. Retention and loyalty are built on these everyday experiences.<\/p>\n So who’s the custodian of designing these experiences? Is it the CMO, as you are also the custodian of the brand? Does CX, therefore, rest there, or do you see several departments coming together? What\u2019s your take on Gen AI? Does it play a role in your daily work, or do you think it still needs more testing? Take a scenario where 176,000 people have booked the Thar, and another 200,000 want a test drive. Of those, 100,000 have already experienced it, each with unique feedback. Instead of sending a generic message, Gen AI enables hyper-personalisation. If one customer admired the red Thar\u2019s design, they receive a tailored message reinforcing that appeal. Another, keen on adventure drives, gets content highlighting off-road capabilities. AI helps customise brand assets at scale, making every interaction more relevant.<\/p>\n E-commerce companies pioneered this approach years ago\u2014during big sale events, they generated hundreds of thousands of creatives to personalise experiences. Now, the challenge is applying this level of automation in marketing. Can AI replace manual processes\u2014writing, designing, approving\u2014so that a CMO simply reviews AI-generated creatives for quick execution? It\u2019s not fully there yet, but the potential is exciting.<\/p>\n Another area of exploration is AI-generated imagery. Can it replace traditional photography, rendering vehicles in diverse settings or depicting families on holiday with endless variations? These are experiments we need to run to understand its real impact.<\/p>\n How would you describe the persona of a CMO today, and where do you see it evolving in the next three years? The landscape is shifting with AI and data-driven marketing. Previously, customer engagement relied on physical touchpoints; now, CMOs must master segmentation at scale and optimise performance efficiency. As technology advances, they also need a forward-thinking approach to innovation.<\/p>\n For instance, who would have imagined three years ago that an electric vehicle would function much like a mobile phone? CMOs must work closely with R&D and technology teams to translate innovation into consumer value. Product design, once overlooked in marketing discussions, is now integral to brand personality. In the next three years, CMOs will need to stay ahead of emerging trends, ensuring brand relevance through innovation and deep consumer insight.<\/p>\n We often hear that the lifespan of CMOs is shrinking\u2014both due to career elevation and leadership impatience for immediate returns. What\u2019s your take? In large organisations like HUL or Mahindra, movement across divisions is common. In my own career, I transitioned from home care, I did laundry, household and then moved to tea\u2014roles that could have been in separate companies elsewhere. At Mahindra, professionals shift between auto, farm, commercial vehicles, and even financial services. My former colleague from the brand team, for instance, is now CMO of Mahindra Lifespaces.<\/p>\n The fundamentals of marketing remain intact. The role evolves, but core skills are transferable across industries and business verticals.<\/p>\n What about the nature of the boardroom conversations with the CMOs, how are they changing from what they used to be? You have a sit at the table – what are the expectations from CMO? For instance, in Mahindra Lifespaces, we don\u2019t just discuss branding\u2014we analyse core consumer expectations: thermal insulation, sustainable materials, and optimised living spaces. Similarly, across businesses, from real estate to financial services, segmentation, reputation management, and customer sentiment play a crucial role in decision-making. At Mahindra, leadership recognises that marketing isn\u2019t just about driving sales\u2014it\u2019s about shaping the business. Whether other organisations follow suit remains to be seen.<\/p>\n What\u2019s keeping you and your fellow CMOs awake at night? Another key concern is staying ahead of change. Continuous learning is essential\u2014whether it\u2019s new-age technology, social media dynamics, or influencer marketing. I may not post reels, but I ensure my team includes people who deeply understand digital trends, AI, and data. Many have spent over a decade in these fields or have substantial online followings themselves. Surrounding yourself with experts prevents obsolescence\u2014a reality every CMO must navigate.<\/p>\n \n <\/ul>\n<\/p><\/div>\n <\/p>\n <\/p>\n <\/p>\n ET Brand Equity’s Digital Cover Features Asha Kharga, Chief Customer & Brand Officer and Member of the Group Executive Board of the Mahindra Group Conny Braams of Unilever once topped all lists of top CMOs in the World. In recent years, her designation changed from CMO to Chief Digital and Marketing Officer, then it became […]<\/p>\n","protected":false},"author":1,"featured_media":120537,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[98],"tags":[8397,20650,53226,14205,19707,19371,53227,53230,53229,8402,53228,1820],"dealstore":[],"offerexpiration":[],"class_list":["post-120536","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-marketing","tag-advertising","tag-anand-mahindra","tag-asha-kharga","tag-brandequity","tag-cmos","tag-endgame","tag-mahindra","tag-mahindra-and-mahindra","tag-mahindra-cmo","tag-marketing","tag-marketing-officer","tag-news"],"yoast_head":"\n
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<\/strong>That’s a good point, but for me, positioning of the brand right, consumer segmentation are key elements of marketing. There’s a different type of customer who buys a Thar<\/em> there’s a different type of customer who buys an XUV700<\/em> there’s a different type of consumer who will buy the electric vehicle. Now that segmentation and understanding of that customer how their journey is going to be is going to be different for all these brands, I feel that ownership rests with the Chief Marketing Officer.<\/p>\n
<\/strong>It comes down to fundamentals\u2014understanding consumer demand, problem-solving, and critical thinking. Leadership is also key, especially in navigating uncertainty and chaos.<\/p>\n
CMOs must recognise this shift. Traditional short-form digital ads\u2014six-second pre-rolls\u2014are fading. With Instagram Reels and a booming influencer ecosystem, marketers need to engage these channels effectively. The same applies to finance, where influencers guide investment and tax strategies. Understanding and leveraging these evolving consumer touchpoints is now critical.<\/p>\n
Performance marketing then ensures a seamless journey from engagement to conversion. For instance, a user sees an Instagram ad, clicks to book a test drive, and completes the process on the website. The focus is on efficiency\u2014optimising creative assets in real-time to drive the best results at the lowest cost.
Display ads, Instagram ads, and six-second spots won\u2019t suffice without an overarching brand narrative. You need to introduce your brand with impact before scaling performance marketing for reach and conversions.<\/p>\n\n
<\/strong>Customer experience is vital for retention and loyalty, especially for long-term commitments like vehicles or holiday memberships. Unlike FMCG products, where switching is easy, a car is a five-year investment, and a holiday membership lasts at least three years (the entry level ones).<\/p>\n
<\/strong>I think in the way I have seen it, what I really think Mahindra gets very well is the leadership really owns the customer experience. So it’s not delegated to a CX leader, it’s the CEO of the business who is looking at this because obviously, it has an impact on brand and reputation. Customer experience isn\u2019t peripheral; it\u2019s a core performance metric. We track Net Promoter Scores (NPS) across all businesses, and it sits on CEOs\u2019 scorecards alongside revenue and market share. The board actively reviews customer complaints, identifies trends, and ensures accountability.<\/p>\n
<\/strong>Gen AI is in its early stages, and we\u2019re still testing and learning. It\u2019s not yet at a point where we can fully integrate it into our workflows, but its potential to drive efficiency\u2014especially in mass communication\u2014is significant.<\/p>\n
<\/strong>A CMO today must have a deep understanding of consumers, segmentation, and insights. A data-driven, analytical, and problem-solving mindset is fundamental, along with brand stewardship and the ability to lead cross-functional teams. These qualities are non-negotiable.<\/p>\n
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I don\u2019t see marketers disappearing from the industry. In India, I see every now and then there are events recognising India top 100 marketers, or celebrating 50 top women leaders in advertising and media. The talent pool remains strong.<\/p>\n
<\/strong>At Mahindra, marketing is central to boardroom discussions, which isn\u2019t always the case in other organisations. As part of the group executive board, I engage alongside CEOs and functional heads, ensuring reputation, communication, and customer value propositions are key considerations.<\/p>\n
<\/strong>Maintaining brand authenticity and trust is a constant priority, especially in a large, complex business spanning 100 countries with 250,000 employees. Ensuring no experience erodes trust requires strong checks and balances, open feedback channels, and clear ownership across all businesses.<\/p>\n\n <\/p>\n
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