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10 Practitioners Sound Off On New Goals & Realities For Driving Growth & Revenue
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Growth Marketer
As demand generation evolves, modern B2B organizations must be cross-functional to deliver a truly customer-centric experience for buyers and drive revenue. This requires an integration of departments — from demand gen and ABM, to sales, customer marketing and marketing operations. One of the key new roles and titles within the B2B organizations to address these trends is Growth Marketing. While the phrase itself has been prevalent in the B2B world — sometimes in different forms, such as “growth hacking” — there has been a surge in practitioners with “Growth Marketing” in their titles who are leading the way to driving revenue and growth for their organizations. Working closely with the sales team and other departments and reporting directly to the CMO, growth marketers focus on delivering true value to not just net-new customers, but to those in all stages of the customer lifecycle. To learn more about what Growth Marketing means for their organizations, Demand Gen Report reached out to 10 growth practitioners to get a peek inside their processes, tools and strategies for driving revenue and growth. Flip through the pages to learn from growth marketing leaders from companies such as Demandbase, Ginger, Datto, InVision and more to get a deep understanding of: • How growth marketing is defined in their organizations; • The functions of the marketing team growth marketers work most closely with; • Top tools/technology integral to the growth marketing role, and • The future of growth marketing in B2B.
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Demand Gen Report is a targeted online publication that uncovers the strategies and solutions that help companies better align their sales and marketing organizations, and ultimately, drive growth. A key component of the publication’s editorial coverage focuses on the sales and marketing automation tools that enable companies to better measure and manage their multi-channel demand generation efforts.
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VP of Growth Marketing, Demandbase
How is the role of Growth Marketing defined within your organization? Growth Marketing at Demandbase is not just focused on pipeline, which is the case in many companies. Growth Marketing for us focuses on pipeline and customer expansion. So we track KPIs for net-new business on customer engagement. That's the way my role is structured — I'm responsible for customer marketing and I'm responsible for engagement of our target accounts from a net-new business perspective, but also from a customer engagement perspective. When people look at Growth Marketing, they think of net-new as just pipeline for new clients or prospects. A mature Growth Marketing organization will have both net-new and renewals, upsells and customer marketing built into it. I do think that's the right model, particularly when you apply an account-based lens to everything. You're looking at the net-new accounts that come in. But you're also looking at the customers that you already have and what your level of engagement is with both of those. That's where ABM can have an impact on both the net new, as you're bringing in more of your target accounts and engaging with them, but also on those accounts that are already customers and new to the platform and, you know, have slightly different goals once they've rolled out ABM. Which other functions of the marketing team does the Growth Marketing organization work closely with? Within Growth Marketing, we have a lot of different marketing disciplines: customer marketing, content marketing, field marketing, and that includes events and all the in-person stuff. But demand generation is the biggest piece of it. How closely are you working with the sales team in your role and are the goals and conversations different than other marketing roles you’ve had in the past? We are very cross-functional and work closely with the sales team. We do several things that make sure we stay aligned with sales. Every week, we have a “funnel working group” meeting and this brings all the leaders in marketing, the leaders in sales and the leaders in customer success together. We'll talk about our pipeline, the number of sales qualified leads that are generated, where we are versus our target for that quarter. We'll also talk about the number of opportunities we've created, where they're coming from, what campaigns are delivering specific ops and where we need to make tweaks and adjustments. The other thing that we do with sales once a quarter, is we have something called “Shark Week,” which is where we'll focus on a specific goal or initiative and all of our sales team or customer success team will galvanize around a single goal. This quarter, it's certification. So that's another example of really working closely and being integrated with sales and customer success.
Are there different goals, metrics for success for the Growth Marketing function? We're all about quality over quantity. We’re focused on our ICP and our target accounts, and we’re really drilling into those accounts that matter for us. All of our metrics are based on engagement with that target account list by leveraging intent signals. We still look at stuff like cost-per-opportunity and the efficiency of our overall pipeline generation. The other metric that we pay close attention to is our customer engagement. And then we look at the same metrics from a prospecting perspective. All of these metrics roll together and give us a good sense of how we're engaging with our target accounts, the accounts that matter most to us.
“A mature growth marketing organization will have net-new and renewals, upsells and customer marketing built into it.”
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How do you see the title/role of Growth Marketing expanding in the future? Do you think it will be common for most B2B organizations to have this role? I think one of the strengths of the role is that it allows you as an organization to get alignment across some of your key disciplines. It's not just about demand gen. You're also rolling in field marketing, you're welding in customer marketing, you're aligning with sales. If you get all those functions rolling in together and rowing in the same direction, it’s a winning combination. The other thing I'll say is the focus on customer engagement is really important. It's not just net-new … the growth role should really take into account how you're communicating with your existing client base and helping them understand the value of your solution, as well. Our KPIs are very much spread across net-new and customer and I think that's the way the growth role will continue to evolve.
VP of Growth Marketing, LeanData
“Our high-level growth goals are the same as sales'.”
Are there tools/platforms that are integral to the Growth Marketing role? A robust martech stack is essential for growth marketing. Technology and data-driven decision making are critical to this role. Growth marketers must perform tests/experiments, view results and understand how accounts/leads progress throughout the funnel. Keeping up with current tools in the market is part of a growth marketer's job.
How closely are you working with the sales team in your role and are the goals and conversations different than other marketing roles you’ve had in the past? Does the role work with SDR functions? My entire career has been built off working closely with sales and growth marketing is no different. Sales is a critical component in creating demand and we work in lockstep with sales and the SDRs to develop campaigns, test new ideas, ensure program follow up and capture feedback. Are there different goals, metrics for success for the Growth Marketing function? Our high-level growth goals are the same as sales'. We map to the overall pipeline and revenue goals, but we do have other metrics we track in order to ensure we keep focused and attain results. These can be goals such as increases in web traffic, increases in demo requests, etc. How do you see the title/role of Growth Marketing expanding in the future? Do you think it will be common for most B2B organizations to have this role? This role will become more common because marketers' resources, budgets and time are limited. We have to show results and the only way to optimize what you have is with a growth mindset of continuous testing and analysis.
How is the role of Growth Marketing defined within your organization? Growth Marketing at LeanData is centered around creating strategies and executing campaigns to drive repeatable and scalable growth for both new business as well as customer expansion. We take a data-driven approach to everything we do, which includes A/B testing, SEO optimization, campaign optimization, etc. At the end of the day, we are trying to enhance our traditional marketing tactics and get more value from them. Which other functions of the marketing team does the Growth Marketing organization work closely with? The Growth Marketing organization at LeanData is comprised of demand generation, ABM, events, digital marketing, website, content marketing, field marketing and marketing operations.
How is the role of Growth Marketing defined within your organization? Growth Marketing is very expansion-focused at InVision because expanding existing customer relationships through new business units and upsell is a core part of our enterprise sales motion. However, because we service customers across all segments and have a freemium model, Growth Marketing is responsible for acquisition all the way through upsell and renewal. Which other functions of the marketing team does the Growth Marketing organization work closely with? Growth Marketing has a very broad charter that encompasses acquisition and customer life cycle marketing, account-based marketing and events, marketing operations and marketing engineering. If you think of it in terms of a journey — it begins with acquisition and traditional demand gen aimed at educating, influencing and converting broad sections of the customer and prospect universe. All top-of-funnel programs and paid acquisition channels fall into this category. It also includes customer lifecycle marketing, which is really the backbone of the Growth Marketing team — marketers on this team own very discreet parts of the customer journey — from onboarding across all our products, to monetization and utilization within our products to working closely with product marketing and ABM on cross and up sell programs. Each person is deeply focused on a phase of the journey and they own the strategy for their segments across all our channels, including email, conversational marketing, in-app and webinars — and working closely with acquisition. The strategic marketing team owns all our account-based efforts and they work closely with the lifecycle, events and marketing operations teams to execute highly personalized marketing plans for our biggest, most important accounts. This team is roughly 60%-70% focused on 1:1 programs for strategic accounts and 30%-40% focused on 1:few programs for enterprise accounts. The events team owns all branded and field events, which are a core part of our strategy, as well as third-party, sponsored events. The foundation of this entire team is marketing operations which owns all channel execution, marketing process, infrastructure and integration and marketing engineering which is in charge of all our web properties and web development projects.
VP of Growth Marketing, InVision
Are there tools/platforms that are integral to the Growth Marketing role? As the team that owns all channel strategy and execution, we rely heavily on core infrastructure like marketing automation and CRM, as well as tools like Pendo for in-app marketing, Drift for conversational marketing — pretty much all customer engagement tools are critical to how we are reaching and influencing our customers.
“I think the advent of Growth Marketing represents a pivot point for most organizations.”
How closely are you working with the sales team in your role and are the goals and conversations different than other marketing roles you’ve had in the past? Does the role work with SDR functions? We work very closely with the sales and revenue operations teams — and this is no different than the other more traditional demand gen roles I have held. Sales and CS are our customers and our job is to support them in both acquiring new customers and expanding existing relationships. At the high end, this is a highly collaborative, account-based strategy where sales and marketing are strategic business partners. For the rest of the customer universe, we are executing broader-based strategies that aim to engage larger cohorts, but even these programs are really aligned with sales goals. The conversations are largely the same as the conversations I've had with other sales teams — the challenges they face might be different and the scale of those challenges is larger in scope due to a broad product offering and customer landscape. But at the end of the day, these are salespeople trying to close deals and their obstacles are fairly common even while being unique to this business. Our goal is to really understand their obstacles and execute programs that will help to remove them, which is what all good B2B marketers should do. We work closely with the BDR team, as they are the ones following up on all marketing-sourced demand and we are working to build stronger partnerships and points of connection across all customer-facing teams. How do you see the title/role of Growth Marketing expanding in the future? Do you think it will be common for most B2B organizations to have this role? I think the advent of Growth Marketing represents a pivot point for most organizations. You need to apply some novel thinking to new types of challenges and have a broad toolkit to find new growth levers. You must be able to see the past for what it is and continue to run those elements of the strategy that still work and are still important but also look for new ways to add pipe. It's a bit like traditional demand generation's older, more mature cousin. In this way, it's not much different than demand gen — it just might have a more full-funnel approach and a broader spectrum of responsibility.
“The growth function spends the largest percentage of the marketing budget, even if approvals often come from outside of growth.”
Which other functions of the marketing team does the Growth Marketing organization work closely with? Growth Marketing is the demand generation arm of marketing. Falling within Growth are all things related to the demand-generating strategy and related tactical execution. Other roles on the team outside of Growth include marketing communications (brand, PR, media relations and organic social) and product management (roadmap, features, NPI, VOC, persona, positioning). Outside of marketing, Growth regularly interfaces with sales, sales ops, IT, customer support, GM/C-Suite and purchasing. The Growth function spends the largest percentage of the marketing budget, even if approvals often come from outside of Growth. The Growth function manages the marketing technology and the variable campaign expense (ad spend, email, data, calling, etc.).
How is the role of Growth Marketing defined within your organization? To me, Growth Marketing conveys that your objective is growth, which likely does not mean single-digit growth, but rapid double- and triple-digit growth. An environment that is growing at that rate is changing at a fast rate. The marketer’s job is to usher in the growth while wrangling the beast that is change management. The focus is on rapid optimization and drive for efficiency as you are constantly reallocating to support the rapid growth of the organization.
Co-Founder, Khronos and former Director of Growth Marketing, Phononic Inc.
Are there different goals, metrics for success for the Growth Marketing function? There are likely similar metrics but with very different targets. There is also an increased focus on piloting/testing and optimization. How do you see the title/role of Growth Marketing expanding in the future? Do you think it will be common for most B2B organizations to have this role? No. I think this role is specific to a type of organization that needs to move very quickly, and that has minimal “red tape” in the way of making decisions. As companies grow (in terms of people), they outgrow Growth Marketing.
Chief Marketing and Growth Officer, IBM ix
How is the role of Growth Marketing defined within your organization? Growth Marketing is focused on all aspects of growth — from increasing share of wallet within existing accounts via cross-sell/upsell, but also account acquisition. The focus here is on the business outcome, not just leads.
How do you see the title/role of Growth Marketing expanding in the future? Do you think it will be common for most B2B organizations to have this role? I believe marketing constantly needs to reaffirm value and titles are being used to try and help align marketing closer to revenue. Ultimately, titles are titles, and a focus on value-based marketing that is aligned with the business is going to be the best path for marketing to continue to show its value. Marketing needs a rebrand.
Which other functions of the marketing team does the Growth Marketing organization work closely with? In this agile marketing environment, we look at cross-functional agile squads that work closely together on a shared outcome. Growth Marketing support brings in all aspects of performance marketing and is driven by a strong data-driven product marketing team. Are there tools/platforms that are integral to the Growth Marketing role? At IBM, we have several solutions that we use to target, engage, convert, align and measure success. Everything from analytics, CRM, marketing platforms and sales enablement solutions. Are there different goals, metrics for success for the Growth Marketing function? Our focused metrics are around marketing contribution from sourced metrics, to progression to win revenue.
“Growth Marketing support brings in all aspects of performance marketing and is driven by a strong data-driven product marketing team.”
Chief Growth Officer, Integrate
How closely are you working with the sales team in your role and are the goals and conversations different than other marketing roles you’ve had in the past? Does the role work with SDR functions? Every day, all the time! My team and I are part of the revenue organization simply because revenue is the ultimate growth metric. It’s different than pure marketing leadership functions because the goals are focused on go-to-market strategy (beyond marketing) and more prescriptive on tactics (need to do X or Y for A or B market, for example) to achieve our revenue and growth goals. SDRs are an important relationship and function to work with to activate go-to-market “plays” around growth initiatives.
“My team and I are part of the revenue org simply because revenue is the ultimate growth metric.”
How is the role of Growth Marketing defined within your organization? From my research and talking with peers, the idea of Growth roles and teams is still new. At Integrate, I work at a company level responsible for key revenue and company metrics. My title is “Chief Growth Officer” (CGO). Working with the executive team, we identify the top three or four company growth levers, opportunities and/or objectives and focus our Growth team around them. For example, in 2019, we had a large customer expansion objective as we acquired a slew of new demand solutions and capabilities, as well as a growth objective around expansion into EMEA. In 2020, a big area of focus is building out our partner ecosystem for our Demand Cloud solution. So, this year, our Growth team is working across the company and with data, tech and services partners to make this happen for our current and future customers.
Are there different goals, metrics for success for the Growth Marketing function? No and yes. All Integrate employees and functions are driven by a set of company Objectives Key Results (OKRs). In addition, we have specific Growth team OKRs. These are focused around company growth, growth in key market and customer segments and growth driven through our partner ecosystem. How do you see the title/role of Growth Marketing expanding in the future? Do you think it will be common for most B2B organizations to have this role? Integrate is a high-growth software company, so it fits and works. Credit goes to Jeremy Bloom, our Founder and CEO, who had the idea to put smarts and muscle behind the most critical growth drivers. He gave me and our team an assignment and 18 months later, we are still driving. From talking to other growth leaders, the company culture and market conditions (work in high-growth markets) has to be there for this role to be both right and successful. So far, so good is what I’d say today! Where will Growth Marketing sit on the marketing org chart? “Growth Marketing” should be in marketing. While working together, integrating processes, data and measurement systems and holding each other accountable are hallmarks of great organizations, marketing should be tasked with and focused on breakthrough marketing and sales should be world-class sellers. I have a role across the company and my ultimate accountability is to revenue, so I sit in the revenue organization. After 12 years as a CMO, it is an exciting and exhilarating challenge that puts to work my marketing, sales, customer success and business leadership skills to the test every day.
Head of Growth Marketing, Ginger
Are there different goals, metrics for success for the Growth Marketing function? As of now our metrics are still very demand gen-focused as we build out the team. We are tracking influenced opportunities and revenue, MQLs, SALs and ROI on our campaigns. As we add in more customer marketing to the mix, we will probably include some additional KPIs, as well as expand our current definitions of each funnel stage. How do you see the title/role of Growth Marketing expanding in the future? Do you think it will be common for most B2B organizations to have this role? Yes, I do think this will become a common role in organizations. Even though definitions may vary today, growth is essential to any business big or small. I think the role will evolve over time to be a hybrid of demand generation, customer marketing, data science and customer success. Data is a key component in the success of a Growth Marketing team and having insight and expertise throughout the entire sales funnel will be key to success in this role.
How closely are you working with the sales team in your role and are the goals and conversations different than other marketing roles you’ve had in the past? Does the role work with SDR functions? I am working closely with our sales team to build out operations, strategy and goals for both the demand generation program and our new BDR position. The BDR role is very similar to an SDR role and sits within the Growth team. The BDR works with both marketing and sales teams to create a nice alignment between the two groups.
“Data is a key component in the success of a growth marketing team.”
How is the role of Growth Marketing defined within your organization? In my role as Head of Growth Marketing, I oversee three areas of marketing: Demand Generation, Customer Marketing and Clinician Marketing. I’m responsible for both acquiring new customers and retaining existing customers. Which other functions of the marketing team does the Growth Marketing organization work closely with? As Ginger is still a smaller organization, we are actually responsible for demand gen, customer marketing, ABM and marketing operations. .As the Head of Growth Marketing, I also oversee our first BDR, who is supporting sales in lead follow-up and qualification. We work very closely with product marketing and sales and sales operations day-to-day. Are there tools/platforms that are integral to the Growth Marketing role? Our marketing automation system is the core of our tech stack, but we use an ABM tool, CRM, and are looking into a multi-touch attribution tool. These are all essential to our business along with digital marketing platforms such as LinkedIn and Google.
VP of Product & Growth Marketing, Datto, Inc.
How is the role of Growth Marketing defined within your organization? When I joined Datto, I saw this is an opportunity to extend the role of traditional product marketing to encompass a view into what’s coming next. So yes, we need to get our products to market, but we should also look around corners to where there are unaddressed opportunities. For example, what markets should we be in? How should we enter those markets? What products and solutions should we deliver? And to answer those kinds of deep questions, I have been building out an “intelligence team” that partners with various stakeholders not only on competitive intelligence, but also on market research broadly (and also very specifically). In short, I see Growth Marketing as understanding market signals at a deeply intimate level and then transforming those insights into action across our product strategy, our GTM strategy and our customer strategy. It’s also about trying to find real scale. As Datto has grown, what it means to be a “Big Rock” in our product portfolio is several orders of magnitude larger. When it comes to revenue, we don’t need million-dollar ideas, or 10 million-dollar ideas, we need 50 or 100 million-dollar ideas. I say that not because we aren’t investing in many things at that scale, but to push the thinking. If we don’t have a line of sight to how this thing we are working on can become a meaningful contributor to growth, we have to ask how we could flip the model so that we can get to that “Big Rock” level. Those can be really interesting discussions and some really creative ideas have come about.
How closely are you working with the sales team in your role and are the goals and conversations different than other marketing roles you’ve had in the past? Does the role work with SDR functions? We are definitely working closely with sales and are beginning to shift the motion from a one-way conversation (“Here is the info you need.”) to a two-way conversation where insights go in either direction. This ensures that the work we are doing collectively drives real value for the organization. No one likes when they spend a ton of time building out sales email templates only to see that they didn’t use them. And it’s not just “enablement for enablement sake.” It’s about truly understanding what’s useful at the individual rep level and making sure you are delivering something of value and then listening to the feedback to tune to find how to improve and scale. That part is pretty consistent for me everywhere I have been. Are there different goals, metrics for success for the Growth Marketing function? Personally, I think we are all working in service of bookings and revenue growth, regardless of where we sit in the marketing organization. And I want to measure my teams first and foremost on our ability to efficiently create that growth. If you are not focused on business impacts then you will find yourself measuring activity metrics. No one on the sales team is getting paid on your ability to produce a whitepaper. Instead, you need to focus on what that whitepaper actually does for the business. How did you use it to create engagement? How does that content accelerate leads and turned into bookings?
Which other functions of the marketing team does the Growth Marketing organization work closely with? All of those, plus the rest of the business … I’m only half-kidding with that. It really does vary depending on what we are working on. Sometimes we get really deep with the product team as we go through product ideation. Other times we get really deep with the finance team and rev ops teams on addressing new market opportunities or with the customer marketing org on developing new tools to enable our customers better … to name just a few. It really does run the full length of the business, which is part of the reason I am really enjoying the work!
“I see Growth Marketing understanding market signals at a deeply intimate level.”
Head of Growth Marketing, BCG Digital Ventures
How closely are you working with the sales team in your role and are the goals and conversations different than other marketing roles you’ve had in the past? Does the role work with SDR functions? When standing up sales teams, we’re implementing next-generation technologies and processes. The focus can vary by function. For example, with SDR’s, we’re deploying predictive lead scoring and outbound marketing automations and scheduling tools. With account executives, it’s often about follow-up/lead nurturing, contact enrichment and personalization. These areas are integrated when considering an individual contributor sales model.
“We strategize, scope and execute the creation of growth systems revolving around people, processes and technology.”
How is the role of Growth Marketing defined within your organization? Growth Architects are responsible for cultivating and executing growth strategy into every stage of a venture, from ideation to customer adoption, to retention and expansion. We strategize, scope and execute the creation of growth systems revolving around people, processes and technology. This is true for both B2C and B2B ventures. Which other functions of the marketing team does the Growth Marketing organization work closely with? Growth generally oversees sales and marketing while working cross-functionally with other teams to seed growth methodology into the business. We sit between product, operations, design, engineering and executive functions. One day, we could be collaborating with product on strategies to increase stage conversion or product-market fit. Another day we could be running market tests with the design team. Yet another, we may be deploying SMS campaigns with SDRs. Are there tools/platforms that are integral to the Growth Marketing role? Standing up B2B ventures, Growth looks for tools that generally allow us to: • Gain insight (ex. analytics, predictive lead-scoring, competitive tools); • Action data (MAPs, ABM, AI-driven personalization tools); • Provide transparency between business functions (CRMs, CDPs); • ...All while moving quickly and flexibly given venture stage and size.
Are there different goals, metrics for success for the Growth Marketing function? Growth goals revolve around increasing volume of quality leads, pipeline conversion and velocity, increasing product engagement, increasing net contract value and reducing churn. Again — Growth is a function that collaborates and sits between other functions of the business. We're optimizing holistically for a better CLTV:CAC ratio. How do you see the title/role of Growth Marketing expanding in the future? Do you think it will be common for most B2B organizations to have this role? B2B organizations have historically been slowed down by silos. Newer B2C digital attackers have been a lot quicker to recognize the value of a cross-departmental Growth function. Despite this, B2B businesses likely have more to gain. Many businesses have competitors that are stuck in old sales models that don’t leverage next-generation processes and technology. Organizations that can increase their maturity in these areas, even marginally, will have a strong advantage in outpacing traditional players and defending against newer, more disruptive entrants.
SVP of Growth Marketing, Cisco
Are there different goals, metrics for success for the Growth Marketing function? For Cisco, we have standardized on a global scorecard that measures our impact on customers, partners, influencers and sellers. We do that in four main categories: Perception: Cisco’s perception, reputation and brand impact in the industry (third-party validated); Engagement: How engaged our customers/partners are across various marketing channels; Demand: How our marketing activity translates into leads, pipeline and revenue; and Insights: The data and intelligence we provide our sellers to better target and position.
How is the role of Growth Marketing defined within your organization? For the first time in our history, Cisco made the decision a year ago to combine sales and marketing under one organization to ensure the teams were aligned and accountable to one common goal – growth. The mission of Growth Marketing is to marry traditional marketing functions (brand, digital, events, partner, verticals/industries, product marketing, regional field marketing, insights & analytics), with our global customer Segments & Industries strategy and our Global Virtual Sales and Engineering teams to help us reach the right audience with the right message, at the right place and time – all in lock step with sales through a closed-loop process to drive growth. The bottom line is Growth Marketing is all about integrating and aligning sales and marketing to drive better customer experiences, simplified and consistent processes and metrics, business outcomes for customers and partners and growth for the company. Are there tools/platforms that are integral to the Growth Marketing role? Cisco has made a significant investment in its technology stack as it is key to automating, scaling and gaining insights on how our customers are behaving digitally. For us, it’s less about the tool/platform, but more about the business outcome it delivers. The end goal for any tool/platform investment is to deliver a seamless customer experience, and to that end, we leverage the following: • Audience management and tracking like Adobe or Google; • Omnichannel customer experience like Adobe or Eloqua; • Content management and campaign marketing like Percolate; • Partner digital marketing like Zift Solutions; • Sales collaboration and enablement like Salesforce.com; and • Analytics, insights & decision automation like Domo, Adobe and Google Analytics.
“We have standardized on a global scorecard that measures our impact on customers, partners, influencers and sellers.”
How do you see the title/role of Growth Marketing expanding in the future? Do you think it will be common for most B2B organizations to have this role? Typically, there’s been a common divide between sales and marketing, and it is prevalent across industries, segments and geographies. By bringing sales and marketing strategy, investments and closed-loop processes closer together, companies and organizations can benefit from a multiplier effect that makes it difficult for others to compete. In this digital, always-on world, it becomes imperative that our messaging is consistent, regardless of the channel our customers choose to interact with us. We believe the role of marketing will continue to evolve and that it’s changing where marketing reports and ultimately how it is defined. There are many companies making this move. With digitization, marketing has shifted from an “arts and crafts” to a “data and science” approach to value creation. As this becomes clear to leadership teams, the perception of the function itself will inevitably elevate the Growth Marketing title and relevance within an organization.
