CONTENT COMMUNITY CONVERSATION COMMERCE

The CIO/CMO Partnership

March 2013

Adam DennisonVP/Publisher

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Given the growing need for collaboration and alignment between the CIO and CMO for technology solution adoption, the CIO/CMO Partnership survey was conducted to gauge CIOs and CMOs perspective on how they are working together, areas in need of improvement and ideas for improving the effectiveness of the relationship. The survey looks at the CIO/CMO relationship from how these executives view each other, the relationship gaps and misconceptions, and also where the future of marketing-related IT spending is heading.

Purpose and Methodology

Survey Sample

The survey was conducted across two groups to gain responses from both top IT executives and CMOs.

Total Respondents 377

IT respondents 237 = margin of error +/- 6.4%

CMO respondents 140 = margin of error +/- 8.3%

Survey Method

Collection Online Questionnaire

Number of Questions 14 (incl. demographics)

Survey Goal

Source: CIO/CMO Partnership Survey, CIO, March 2013

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Difference in Valued Partners

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Other

IT Security

CTO

CRO

Sales/BizDevelopment

President/CEO

CMO

COO

CFO

6%

1%

1%

2%

8%

12%

13%

24%

42%

CIOs/Heads of IThave valued partnerships with:

Q.1: Outside of your department or function, which senior level executive do you consider to be your most valued partner?

Other

CTO

CRO

Sales

President/CEO

CIO

CFO

COO

6%

1%

1%

8%

12%

16%

16%

40%

CMOs/Heads of Marketinghave valued partnerships with:

Source: CIO/CMO Partnership Survey, CIO, March 2013

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CIOs describing the greatest benefit in having a close relationship with their CMO

If not worked with closely, they will do their own thing and potentially create a high cost

technological mishmash outside of the I.T. organization. They do this primarily through cloud service providers. I now attend all the marketing meetings so that I can learn their objectives before

they reach a stage of solution evaluation.

It gives IT better visibility and insight into the

needs of our customers so that technology solutions can be deployed to add value for our customers which

in turn drives corporate goals and strategies.

Direct communication channel with the customer base/

business needs

I am able to keep their technology spend in check and

reduce the amount of applications/ partners in my environment.

Our CMO carries the greatest influence with the CEO, having this alliance IS

a technology enabler.

Source: CIO/CMO Partnership Survey, CIO, March 2013

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CMOs describing the greatest benefit in having a close relationship with their CIO

These days marketing is heavily

driven by analytics and metrics. I'm not talking about backward looking

reports that say what happened 3 months ago, but near real-time measures that tell

us what's happening right now and what's likely to happen if we

take action X vs Y.

Having an input into decisions for IT related purchases,

but most importantly having someone in my corner who is willing to back me

up on marketing budgeting for tech purchases.

CIO's understand the longer-term implications of using a

given technology, software application, analytic tool, and database. They

can describe the risks and opportunities, the benefits

and trade-offs.

Marketing is an IT-driven function now–we need

software, data, and cooperation from top IT execs. Their decisions enable

us to do our job better. However, they're often roadblocks...

That's why marketing goes rogue.

Source: CIO/CMO Partnership Survey, CIO, March 2013

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Consultant36%

Rogue player26%

Strategic advisor24%

Risk as-sessor8%

Roadblock6%

How CIOs & CMOs View Counterparts

Q: Which of the following best characterizes your CMO or top marketing executive when it comes to technology considerations?

Consul-tant

30%

Rogue player6%

Strategic advisor31%

Risk asses-

sor19%

Roadblock14%

CONSULTANT Evaluates and advises on business need, technology choicesand/or providers upon request

STRATEGIC ADVISOR Proactively identifies

business need/ opportunity and makes recommendations regarding technology and/or provider selections

RISK ASSESSOR Primarily evaluates and advises on technology choices and/or providers primarily through a risk

management, security and/or governance lens

ROGUE PLAYER Primarily does their own thing in technology procurement for new initiatives, creating challenges of

transparency and visibility

ROADBLOCK Raises enough red flags and other obstacles to considering new technologies that projects are difficult to complete

CIOs’ view of CMOs CMOs’ view of CIOs

Source: CIO/CMO Partnership Survey, CIO, March 2013

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Learn More

For more information on this study contact Sue Yanovitch, VP of Marketing at syanovitch@idgenterprise.com