Competition, coexistence or symbiosis? The DNA of C-suite sales and marketing leaders

Businesses must adapt to a new commercial world order by implementing a customer-centric approach

 LONDON, 17 September 2014. Companies that reject a customer-centric approach, by maintaining their traditional organisational structures rather than the voice of the customer, will fail to grow and increase their competitive advantage according to a new global report by EY released today.

Competition, coexistence or symbiosis? The DNA of C-suite sales and marketing leaders, which includes a qualitative survey of 700 sales and marketing leaders and more than 120 C-suite respondents, finds that sales and marketing leaders are not ensuring the right analytics are being used to deliver the best customer insights. Only 47% of CMOs and 58% of CSOs saying they have a good relationship with the chief information officer (CIO).

Furthermore, only 58% of chief marketing officers (CMO) and 68% of chief sales officers (CSO) believe strongly that they add significant value by using customer feedback to develop their business.

 Aaron Bean, UK Advisory Customer Director at EY, says:  “In today’s volatile commercial environment, when world-dominating brands can rise and fall within a couple of years, no strategy can guarantee sustainable success. However, one thing is certain: companies that are driven by customer-centricity and that gear their entire organisation toward the personalised wants and needs of their customers are more likely to succeed.”

The report also highlights that CMOs and CSOs are failing to work together at their full potential. Only 59% of CMOs are convinced that the two functions share the same corporate vision, and just 54% believe strongly that they ”work well together in tasks and initiatives.”

 Bean adds: “Companies must integrate all their operations, including sales and marketing, to deliver a truly differentiated and positive purchasing experience. Executive boards also need to be more open. Sales and marketing functions could be merged together by creating a dedicated chief commercial officer role which puts the customer at the heart of the organisation.”

The new report follows in the footsteps of The DNA of the CFO, The DNA of the CIO and The DNA of the COO, which focus on the competencies and characteristics of today’s finance, information technology (IT) and operations leaders.

For further information and to download the full report please go to www.ey.com/dna-csmo