John Quelch’s article for Harvard Business Review highlights new research that says CMOs are holding onto their jobs longer, suggesting that closer alignment with the CEO is the main reason. In a broadly B2C focused article Quelch says, “The best CMOs stay low-key and aim to make the CEO, who is often from a non-marketing background, comfortable becoming the chief cheerleader for the brand.”

He goes on to argue that, if the CMO is hanging around longer, then the recession has actually elevated his or her standing. He thinks there are 4 things that the CEO is looking to marketing/the CMO for in the recession. We’ve taken these thoughts and reinterpreted them for B2B marketers.

Revised approaches to segmentation.

For B2B, marketers need to focus more around client and target data, and allow that to inform and ultimately drive the communications strategy. By targeting at a micro-vertical or even account-based level, comes become more relevant and more compelling for the recipient.

Core benefits re-emphasised in the face of recession-driven price sensitivity.

For IT marketers especially, it’s important in a fast-paced world to remember your company’s heritage. Look for strong messages, opinion-leading thoughts that reinforce the good things about what you’re already known for, and apply them to the world’s new challenges. In doing so you engender a sense of trust and reliability.

 More from the marketing budget.

Focus on what matters, consolidate core programmes and make sure they are operating at an optimum level. Invite your team, the salespeople and your suppliers to think with you on this issue.  Adopt a strategy of long term, continuous campaigning where there’s a blend of added value communications with stronger “call to action” pieces to build up a value exchange and increase credibility. This has the added advantage of providing you with multiple opportunities to contact, increasing the likelihood that your timing will be just right.

Digital consideration

We’re completely channel agnostic at The Marketing Practice but it can’t be denied that the recession is accelerating the move online. It’s cheaper, faster and increasingly well-used by even senior decision makers. However, don’t fall into the trap of the move online only being about email marketing and monitoring click throughs, or on the other hand a broad “skittles-esque“ web 2.0 programme. The online move needs to be planned and executed like a traditional programme. Who are we targeting, what are they interested in? Where will they go online to find it and how do we meet them there without looking like an ‘advertiser’. More on how to do this here.

It’s worth noting that at the end of his article Quelch points out that there will be “two major, and lasting, ramifications” of the recession for marketers - “increased financial accountability, and the financial literacy that comes with it.” Now’s the time to start tackling the thorny issues of how programmes can make a difference to profitability and profitable growth.