Marketing can save the day, but the cycle has been established: beating expectations requires another heroic campaign or more budget. With more money, it's possible to scale the campaign to find success. When year-end sales aren't projected to meet plans, marketing creates a fantastic new campaign.and it works! Next year comes along and guess what: the economy and financial plan aren't getting along again. While this method works in the short-term, the long-term implications can be problematic: Ad spends are made, agencies are given the green light and marketing campaigns are launched. And when a CMO succeeds with the limited resources they're offered, they make their jobs exponentially harder in the years that follow.īecause success is measured against previous comp sales, a marketing push is usually designed to beat the last time period's sales numbers. This abbreviated tenure can be attributed to a number of factors, though the overriding fact remains that CMOs, especially in the restaurant space, are being asked to accomplish more with much less. The average restaurant CMO in 2012 had a 32-month tenure, as compared to the 45-month tenure of CMOs across all industries (Spencer Stuart, 2013). For restaurant CMOs, whose brands face increasingly competitive operating margins, job security has never been less assured. Chief marketing officers have always been under a lot of pressure - but add year-over-year budget squeezes and watch that pressure triple.
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