Partnering for performance - Ernst & YoungFILE/ey-partnering-for-performance-the-cfo-and-c… · r k e p l a c e Tr u s t i n g h e n u m b e r ... T h e Partnering for performance

Partnering for performancePart 4: the CFO and the chief marketing officer

The CFO’s role

The CFO’s role has undergone a transformation. We believe that the six segments on the right represent the breadth of the CFO’s remit today. The leading CFOs we work with typically have some involvement in each of these segments — either directly or through their team. While the weighting of that involvement will depend on the maturity and ambition of the individual, on the sector and scale of the finance function, and on economic conditions, each segment is critical to effective leadership.

Leading key initiatives in finance that support overall strategic goals

Ensuring businessdecisions are grounded in sound financial criteria

Representing the organization’s progress on strategic goals to external stakeholders

Providing insight and analysis to support the CEO and other senior managers

Developing and defining the overall strategy for your organization

Funding, enablingand executingstrategy set by the CEO

TheCFO’srole

1

2

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6

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E N A B L E M E N T

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PM

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Commun

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g to the external

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Trusting the numbers

Providing insight

Getting your house in orde

r

Funding organizational strategyDe

velo

ping

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ines

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rate

gy

We are grateful to all the participants in this study. In particular, we would like to thank the following finance and marketing leaders who readily shared their insights in a series of interviews:

Mohit Beotra Chief Brand Officer, Airtel

Kurt Binder CFO, VIZIO

Charlie Bracken Executive Vice President and Co-Chief Financial Officer, Liberty Global

Teresa Finley Senior Vice President of Global Marketing, United Parcel Service

Reeza Isaacs Finance Director, Woolworths Holdings Limited, South Africa

Benjamin Karsch Executive Vice President, Chief Marketing Officer of Revlon Consumer

Kurt Kuehn CFO (retired), United Parcel Service

Joost Quist CFO, SHV Energy China

P a r t n e r i n g f o r p e r f o r m a n c e

T h e Partnering for performance s e ri e s e x p l ore s w a ys i n w h i c h CF O s c a n g row , p rote c t a nd tra ns f orm th e i r org a ni z a ti on b y p a rtne ri ng w i th th e l e a d e rs of d i f f e re nt f unc ti ons .

I n th i s — th e f ourth p a rt of th e s e ri e s — w e e x p l ore th e re l a ti ons h i p b e tw e e n th e CF O a nd th e c h i e f mar eting officer C O n particular, e focus on th e c ontri b uti on th a t CF O s a re m a k i ng to f our v i ta l m a rk e ti ng - re l a te d a c ti v i ti e s :

• Cus tom e r s e g m e nta ti on a nd i ns i g h t

• M a rk e ti ng re turn on i nv e s tm e nt

• O p ti m i z i ng th e p rod uc t p ortf ol i o

• D i g i ta l g ov e rna nc e

Our findings are based on a global survey of 6 52 CF O s , c ond uc te d b y L ong i tud e R e s e a rc h on b e h a l f of E Y , a nd a s e ri e s of i n- d e p th i nte rv i e w s w i th CF O s , CM O s a nd E Y p rof e s s i ona l s .

or more insights for C Os and future finance l e a d e rs , v i s i t e y. c om / c f o.

I n th i s re p ortCF O a nd CM O : a w i nni ng te a m i n a d i g i ta l w orl d 2

F our CF O - CM O re l a ti ons h i p s uc c e s s f a c tors 8

F our k e y a c ti v i ti e s f or CF O - CM O c ol l a b ora ti on• • • •

S urv e y re s p ond e nt d e m og ra p h i c s 31

O th e r p ub l i c a ti ons i n th i s s e ri e s 33

Conta c ts 34

1P a r t n e r i n g f o r p e r f o r m a n c e fi

CF O a nd CM O : a w i nni ng te a m i n a d i g i ta l w orl d

ey findings about the C O C O relationship

the CMO has increased.

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cultural differences.

F our CF O - CM O re l a ti ons h i p s uc c e s s f a c tors :

1

2

3

4


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Success in a digital world relies on the CFO and the CMO dev eloping a

S e t t i n g t h e f o u n d a t i o n s : t h e e v o l v i n g r o l e o f t h e C M O a n d C F O

More

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DNA of the CFO3

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Competition, coexistence or symbiosis? The DNA of C-suite sales and marketing leaders, 3 . The DNA of the CFO: a study of what makes a chief financial officer,

The DNA of C-suite sales and marketing leaders,


http://www.ey.com/GL/en/Services/Advisory/EY-DNA-of-sales-and-marketing-leaders#.VYu7bE0w85s

http://www.ey.com/Publication/vwLUAssets/The-DNA-of-the-CFO-2010/$FILE/The-DNA-of-the-CFO-2010.pdf

Col l a b ora ti on i s g row i ng , b ut not q ui c k l y e noug h

C h a r t 1 : O v e r th e p a s t th re e ye a rs , w h a t c h a ng e h a s th e re b e e n to th e e x te nt th a t you c ol l a b ora te w i th th e CM O ?

3

9

34

40

14

To a much lesser extent

To a slightly lesser extent

No change

To a slightly greater extent

To a much greater extent

0 5 1 0 1 5 2 0 2 5 3 0 3 5 4 0 4 5%

C h a r t 2 : W h a t a re th e m a i n re a s ons you a re c ol l a b ora ti ng m ore c l os e l y w i th th e CM O ? ( P l e a s e s e l e c t up to th re e )

%

15

16

17

20

24

25

26

28

28

29

33

0 5 1 0 1 5 2 0 2 5 3 0 3 5

fi

L aunch/ relaunch of brand

V olatile customer demand

Change/ plans for change in geographicalfootprint of the business

Need for a more rigorous understanding of customersegments and driv ers of customer behav ior

Shift to digital within the business

Need for better understanding of performanceof product/ serv ice portfolio

Need for a better understanding of the returnfrom marketing activ ities

Change/ plans for change in the operating modelor organizational structure of the business

New products and serv ices

Changes in marketing strategy

W hile the CFO and CMO hav e not traditionally

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fi


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fi

fi

Airtel: global telco’s investment agenda unites finance a n d m a r k e t i n g

4

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4 . Financial Times,


A c l o s e r c o n n e c t i o n t o t h e C M O , b u t n o t c l o s e e n o u g h

In the last three years:

report greater collaboration with the CMO

54%New products and serv ices

T o p t w o driv ers of collaboration:

Changes in marketing strategy

Three barriers to a more effectiv e collaboration

CF O s s a y L ack of common tools and processes

1

3

Absence of clear KPIs fi

and the marketing agenda

2

Cultural differences

1

2

B a rri e rs th a t th re a te n th e p e rf orm a nc e of th e CF O - CM O p a rtne rs h i pD espite the strong rationale for a closer CFO - CMO union, our surv ey shows

fi fi

C h a r t 3 : W h a t d o you c ons i d e r to b e th e m a i n b a rri e rs p re v e nti ng a c l os e rre l a ti ons h i p w i th th e CM O ? ( S e l e c t up to th re e )

10

25

26

29

29

31

32

33

I do not perceiv e any barriers

fi

fito the marketing agenda

The need for CFO s to maintain obj ectiv ity

fi

fithe marketing agenda

0 5 1 0 1 5 2 0 2 5 3 0 3 5%


fi fi

fi

fi

fi

fi

C h a r t 4 : I n w h i c h of th e f ol l ow i ng a re a s d o you c ons i d e r your c ontri b uti on to m a rk e ti ng to b e m os t v a l ua b l e ? ( S e l e c t up to th re e )

17

19

21

22

23

25

26

27

36

39

0 5 1 0 1 5 2 0 2 5 3 0 3 5 4 0 4 5

Change management

Setting the agenda for change

Resourcing and human capital

D etermining the lev el of ambition andrisk appetite for new initiativ es

Building the business casefor new initiativ es

Ensuring v alue realization

Financing

Measuring performance

Setting budgets

fi

%


F our CF O - CM O re l a ti ons h i p s uc c e s s f a c tors

hat can finance and mar eting leaders do to develop a m ore e f f e c ti v e a nd c ol l a b ora ti v e re l a ti ons h i p ? W e i d e nti f y f our re l a ti ons h i p s uc c e s s f a c tors .

1. A g re e on th e m e tri c s th a t m a tte r f or e nte rp ri s e v a l uefi

fifi

V i e w i n g m a r k e t i n g t h r o u g h t w o m e a s u r e m e n t l e n s e s

fi


Four CFO - CMO relationship success factors

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2. B ri d g e th e c ul tura l d i v i d e b e tw e e n th e tw o f unc ti ons

fi

risk tolerance.

fi

fi

C o n n e c t f o u r f o r a f r u i t f u l C F O - C M O c o l l a b o r a t i o n

W hile the CFO and CMO hav e not traditionally been close allies, it has all changed today.In the hyper- competitiv e digital economy,

fienable better customer experiences and

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P e r f o r m a n c e C u l t u r e

A n a l y t i c sS t r a t e g y

Agree on the performance metrics that driv e and measure success

Bridge the cultural div ide

analytics transformation

business strategycorporate priorities and changes in strategic direction

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K u r t K u e h n , CFO at UPS

Conn

ection Connection Connection Connec

tion


Four CFO - CMO relationship success factors

3. Col l a b ora te on m a rk e ti ng ’ s a na l yti c s tra ns f orm a ti onfi

fi

CFO s play a leading gov ernance role in analytics, ensuring that the structures

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4. T e a m on th e m a rk e ti ng p l a nni ng p roc e s sfi

fifi


3

I m p rov i ng c us tom e r s e g m e nta ti on a nd i ns i g h t

ey findings about the C O’s role in improving customer s e g m e nta ti on a nd i ns i g h t:

and insight a priority.

fithis activ ity.

fi fi

F our c us tom e r s e g m e nta ti on a nd i ns i g h t p ri ori ti e s f or th e CF O a nd CM O :

1

2

3

4


fi

fi

fifi

fi

to opportunity.

fi

ey findings about the C O role in customer s e g m e nta ti on a nd i ns i g h t

fi

C h a r t 5 : O v e r th e ne x t th re e ye a rs , h ow m uc h of a p ri ori ty w i l li m p rov i ng c us tom e r s e g m e nta ti on a nd i ns i g h t b e f or your org a ni z a ti on?

20V ery high priority

41High priority

30Medium priority

7L ow priority

2V ery low priority

0 5 1 0 1 5 2 0 2 5 3 0 3 5 4 0 4 5%

“ Y ou c a n h a v e th e b e s t d a ta a nd i ns i g h ts i n th e w orl d , a nd th e b e s t te c h nol og y a nd tool s , b ut w h a t you ne e d i s f or s om e one to d o s om e th i ng d i f f e re ntl y a s a re s ul t of th os e i ns i g h ts . S o i t’ s a b out b e h a v i ora l a nd p roc e s s c h a ng e a s w e l l a s te c h nol og y. ” C h r i s M a z z e i , lobal Chief nalytics Officer, E


fi

fi

fi fi

fi

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C h a r t 6 : H ow m uc h of a c ontri b uti on d o you m a k e to i m p rov i ng c us tom e r s e g m e nta ti on a nd i ns i g h t?

6No contribution at all

15Small contribution

32Av erage contribution

31fi

16fi

0 5 1 0 1 5 2 0 2 5 3 0 3 5%

fi

F our c us tom e r s e g m e nta ti on a nd i ns i g h t p ri ori ti e s f or th e CF O a nd th e CM O

1. L e a d a rob us t ri s k m a na g e m e nt a p p roa c h to c us tom e r d a ta

fi

C F O s a n d C M O s n e e d t o w o r k t o g e t h e r t o m a k e s u r e t h a t t h e y h a v e t h e r i g h t d a t a p r i v a c y m e a s u r e s i n p l a c e . T h e y s h o u l d a s k t h e m s e l v e s t h e f o l l o w i n g q u e s t i o n s :

fi

3 . How do our processes and controls stand in relation to international

4 .

fi Financial Times


2. I nv e s t i n th e s k i l l s ne e d e d to turn c us tom e r d a ta i nto i ns i g h t

fi

fi

3. E s ta b l i s h g ov e rna nc e p ri nc i p l e s f or c us tom e r a na l yti c s c a p a b i l i ty

fi

“ W e m us t re a l l y und e rs ta nd our e nd c us tom e rs i n ord e r to b ui l d th e ri g h t p rod uc ts a nd s ol uti ons th a t a d d re s s th e i r ne e d s . F or e x a m p l e , w e ’ v e s e e n th a t w h i l e M i l l e nni a l s c ons um e c onte nt m ore f re q ue ntl y th roug h m ob i l e d e v i c e s , th e l e ng th th a t th e y w a tc h T V i s g row i ng ye a r ov e r ye a r — i t’ s j us t a c ros s m ore p l a tf orm s th a n oth e r s e g m e nts of th e p op ul a ti on. T h e y c ons um e m ore s tre a m i ng c onte nt on th e i r ow n s c h e d ul e , a nd th e y’ re m ore e ng a g e d a c ros s m ul ti p l e s c re e ns , of te n s i m ul ta ne ous l y. S o f rom th a t s ta nd p oi nt, i t’ s i m p orta nt f or not onl y th e p rod uc t te a m to und e rs ta nd a nd f a c tor th i s b e h a v i or i nto th e i r roa d m a p s , b ut i t a l s o i m p a c ts m e a nd th e finance organization in ho e bring these products to m a rk e t a nd s e l l th e m to th i s c ons um e r. ” K u r t B i n d e r , CF O , V I Z I O


help ensure central analytics serv ices are tailored to the needs of different

4. E ns ure your c us tom e r i ns i g h t a p p roa c h i s d ri v e n b y b us i ne s s s tra te g y

are in place to exploit it. This increases the likelihood of turning data into

C u s t o m e r a n a l y t i c s : m a r r y i n g d e c e n t r a l i z a t i o n w i t h c r o s s - o r g a n i z a t i o n a l c o l l a b o r a t i o n

fi

“ M od e rn a na l yti c s m e a ns th a t w e k now m ore tod a y, b ut th e re ’ s s ti l l a g a p . Y ou ne e d l e f t- b ra i n a nd right brain people, suit and tie and ip op people, to c ol l a b ora te . A c c e p ti ng ri s k a nd unc e rta i nty i s part of the innovation evolution that the finance f unc ti on h a s to und e rg o too. S o w e ne e d th os e s k i l l s a nd p e rs p e c ti v e s th a t m a rk e ti ng b ri ng s a s

ell as analytics and ualification K u r t K u e h n , CF O , U P S


4

M e a s uri ng R O I f rom m a rk e ti ng a c ti v i ti e s

A s org a ni z a ti ons re s p ond to c h a ng i ng c us tom e r d e m a nd s a nd c h a nne l p rol i f e ra ti on i n a d i g i ta l w orl d , m a rk e ti ng s p e nd i s g row i ng . T h i s p uts a n i nc re a s i ng s p otl i g h t on CM O s a nd CF O s to j us ti f y th i s e x p e nd i ture th roug h e f f e c ti v e R O I m e a s ure m e nt. B ut, w h i l e a d v a nc e s i n d a ta a na l yti c s h a v e made this ambition possible, mar eting and finance too often shy a ay from c ol l a b ora ti ng to d e v e l op a n R O I a p p roa c h th a t s up p orts th e b us i ne s s s tra te g y.

ey findings about the C O’s role in measuring RO from m a rk e ti ng a c ti v i ti e s :

Twenty percent class it as a v ery high priority.

fi

F our m a rk e ti ng R O I p ri ori ti e s f or th e CF O :

fi

1

2

3

4

5


7 Accurate fi

Howev er, the rev olution that was so anticipated has not fully occurred.

fi

fi

fi

ey findings about the C O’s role in measuring m a rk e ti ng R O I

fihigh priority.

C h a r t 7 : O v e r th e ne x t th re e ye a rs , h ow m uc h of a p ri ori ty w i l l m e a s uri ng m a rk e ti ng R O I b e f or your org a ni z a ti on?

2V ery low priority

10L ow priority

28Medium priority

39High priority


%0 1 0 2 0 3 0 4 0 5 0

fi fito this activ ity.


fifi

•fi

to a closer relationship.

• fi

fion this activ ity.

2. 2Measuring return on inv estment frommarketing activ ities

2. 5Improv ing customer insight/ segmentation

2. 6O ptimizing the product portfolio

2. 7D igital gov ernance

C h a r t 8 : I n w h i c h of th e f ol l ow i ng a re a s d o you th i nk you ne e d to m a k e a b i g g e r c ontri b uti on? ( c h a rt s h ow s a v e ra g e ra nk i ng — a l ow e r num b e r m e a ns i t w a s ra nk e d m ore h i g h l y)

0 1 2 3 4 5Rank ( lower is better)

F our m a rk e ti ng R O I p ri ori ti e s f or th e CF O

1. K e e p a k e e n e ye on th e f ul l p i c ture , a nd th e d e ta i l s

2. M e e t i n th e m i d d l e on v a l ue v e rs us v ol um e

ov erly focused on the extent to which their initiativ es driv e sales and rev enues, fi

top- line rev enue. ”


fi

fi

S H V E n e r g y : m o b i l e d i g i t a l s o l u t i o n s d e m o n s t r a t e c u s t o m e r v a l u e

fi fi

fifi

fifi

the local sales force at the end of the year. Howev er, he does counsel

ring mar eting and finance together to develop l e a d i ng p ra c ti c e s

in order to achiev e its goals.

fi

new product innov ations. W e train our people on how to pull those lev ers; fi

Q u e s t i o n s f o r C F O s i n m e a s u r i n g m a r k e t i n g R O I:

3 .

4 .


4. A c c e p t th a t not a l l re turns a re s o e a s y to m e a s ure

fi

fi

experts,” Isaacs says.

fi

fifi

fi

fi

fi


O p ti m i z i ng th e p rod uc t p ortf ol i o

ey findings about the C O’s role in optimizing the p rod uc t p ortf ol i o:

fi

F our p rod uc t p ortf ol i o op ti m i z a ti on p ri ori ti e s f or th e CF O :

fi

1

2

3

4


their strategic planning. This activ ity is core to sav ing costs, and identifying fi

centric approach often leads to a proliferation of products as CMO s seek to

declining ones.

health and encourage new growth. ”

fi

A p a r t i c u l a r c h a l l e n g e f o r t h e i n s u r a n c e s e c t o r

to technology. But in our research, it is the insurance industry that

a higher percentage of insurance CFO s say that product portfolio

fi

insurance products has further increased the pressure to dev elop new product and serv ice offshoots.

13Power and utilities

18O il and gas

20L ife sciences

21Banking andcapital markets

22Consumer products

23Technology

34Insurance

C h a r t 9 : P e rc e nta g e of CF O s p e r s e c tor th a t p ut a v e ry h i g h p ri ori ty on op ti m i z i ng th e p rod uc t p ortf ol i o

0 5 1 0 1 5 2 0 2 5 3 0 3 5 4 0%


ey findings about the C O role in optimizing the p rod uc t p ortf ol i o

3V ery low priority

10L ow priority

29Medium priority

38High priority


C h a r t 1 0 : O v e r th e ne x t th re e ye a rs , h ow m uc h of a p ri ori ty w i l l op ti m i z i ng th e p rod uc t p ortf ol i o b e f or your org a ni z a ti on?

0 5 1 0 1 5 2 0 2 5 3 0 3 5 4 0%

C h a r t 1 1 : P e rc e nta g e of CF O s w h os e c ol l a b ora ti on w i th th e CM O h a s i nc re a s e d i n th e l a s t th re e ye a rs

81

47O thers

0 2 01 0 3 0 4 0 5 0 6 0 7 0 9 08 0%

CFO s who make product portfoliooptimization a v ery high priority

fi

M a k i n g c r e a t i v i t y p a r t o f p r o d u c t p o r t f o l i o o p t i m i z a t i o nfi

fi

within the portfolio. ”

fi

fifi


F our p rod uc t p ortf ol i o op ti m i z a ti on p ri ori ti e s f or th e CF O

1. E s ta b l i s h a n ob j e c ti v e und e rs ta nd i ng of p rod uc t v a l ue

fi

fi

fi

fi

product or serv ice.

2. T urn d a ta i nto b us i ne s s i nte l l i g e nc e

of an issue than what you do with the data once you hav e it,” he explains.

fi

fifi


Q u e s t i o n s f o r C F O s i n o p t i m i z i n g p r o d u c t p o r t f o l i o s :

How freq uently do we undertake portfolio rev iews to assess

3 .

4 .

7 .

3. Com m uni c a te th e s tra te g i c ob j e c ti v e s of th e p ortf ol i o op ti m i z a ti on

and is a tactical, rather than strategic, initiativ e. Instead, the CFO should fi

fi

lend the financial perspective ith the customer perspective

fi

fi


D i g i ta l g ov e rna nc e

ey findings about the C O’s role in digital governance

or v ery high priority on digital gov ernance.

fi

F our d i g i ta l g ov e rna nc e p ri ori ti e s f or th e CF O :

1

2

3

4


D igital gov ernance

fi

fi

ey findings about th e CF O ’ s rol e i n d i g i ta l g ov e rna nc e

2

11

36

36

15

V ery low priority

L ow priority

Medium priority

High priority

V ery high priority

C h a r t 1 2 : O v e r th e ne x t th re e ye a rs , h ow m uc h of a p ri ori ty w i l l d i g i ta l g ov e rna nc e b e f or your org a ni z a ti on?

0 5 1 0 1 5 2 0 2 5 3 0 3 5 4 0%

C h a r t 1 3 : P e rc e nta g e of c om p a ni e s w h o h a v e s e e n a n E B I T D A i nc re a s e of ov e r 10% i n th e p a s t th re e ye a rs

51Those who gav e digital gov ernancea v ery high priority

35O thers

0 1 0 2 0 3 0 4 0 5 0 6 0%


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spending is often operating expenditure rather than Capex, and therefore fi

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of CFO s say they are collaborating more closely with CMO s because of the shift to digital within the business.

2 5 %

The second reason for CFO s to focus on effectiv e digital gov ernance lies in

fifi

that protect sensitiv e data.

F our d i g i ta l g ov e rna nc e p ri ori ti e s f or th e CF O1. B ui l d a h ol i s ti c p i c ture of th e org a ni z a ti on’ s d i g i ta l p ortf ol i o

L ess than half of CFO s feel they fi

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4 7 %



2. E ns ure d i g i ta l ri s k m a na g e m e nt i s p a rt of th e g ov e rna nc e f ra m e w ork

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fi fi

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Q u e s t i o n s f o r C F O s c o n c e r n i n g r i s k m a n a g e m e n t o f s o c i a l m e d i a a c t i v i t y :

fi

3 .

4 .

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3. D e s i g n a g ov e rna nc e f ra m e w ork th a t p rov i d e s “ f re e d om w i th i n a f ra m e w ork ”


ales and finance must develop mutual a areness, s o th a t s a l e s und e rs ta nd s w h y th e c om p a ny d oe s n’ t

ant to ta e certain ris s hile finance understands th a t c e rta i n ri s k - ta k i ng i s p a rt of d oi ng b us i ne s s . ” J o o s t Q u i s t , CF O , S H V E ne rg y Ch i na


D i g i t a l f r e e d o m : u s i n g c o r p o r a t e v e n t u r i n g t o f o s t e r i n n o v a t i o n a t s p e e d

fi

winners of the whole trend. ”

8

8 .

4. W ork m ore c l os e l y tog e th e r to re a l i z e th e org a ni z a ti on’ s d i g i ta l p ote nti a l

fifi


W h i l e th e CF O - CM O p a rtne rs h i p h a s not tra d i ti ona l l y b e e n th e c l os e s t one on th e C- s ui te , i n a n i nc re a s i ng l y d i g i ta l b us i ne s s c onte x t, i t w i l l b e p i v ota l to org a ni z a ti ona l s us ta i na b i l i ty a nd s uc c e s s . B y w ork i ng tog e th e r to ta c k l e c us tom e r s e g m e nta ti on a nd i ns i g h t, m a rk e ti ng R O I , p rod uc t p ortf ol i o op ti m i z a ti on a nd d i g i ta l g ov e rna nc e , CF O s a nd CM O s w i l l h e l p th e i r org a ni z a ti on a d a p t to a ne w re a l i ty, a nd b ui l d th e f ound a ti ons f or a s trong a nd p rod uc ti v e p a rtne rs h i p f or th e f uture .


7

Survey respondent demographics

31Partnering for performance Part 4: the CFO and the chief marketing officer

Industry

2

4

5

6

7

7

12

15

23

25

26

27

28

31

32

53

55

56

56

57

58

67Consumer products

Health care

Transportation

Other

Professional services

Import/export/wholesaling

Construction

Private equity

Media and entertainment

Telecommunications

Real estate

Asset management

Cleantech (including energy, water,transportation, agriculture and manufacturing)

Automotive and transportation

Mining and metals

Diversified industrial products (includingaerospace and defense and chemicals)

Power and utilities

Oil and gas

Insurance

Life sciences

Technology

Banking and capital markets

159

329

Finance roles

Group CFO or finance director

Regional CFO or finance director

Divisional CFO or finance director

164

Annual revenue in US$

45

28Greater than $20b

Between $100m and $250m

Between $250m and $500m

Between $500m and $1b

Between $1b and $5b

Between $5b and $10b

Between $10b and $20b

121

89

120

158

91

Partnering for performance Part 4: the CFO and the chief marketing officer 32

80

80

Country

US

Portugal

Belgium

Norway

Netherlands

Sweden

Nigeria

Italy

Saudi Arabia

South Korea

Spain

Turkey

United Arab Emirates

Colombia

Philippines

Indonesia

South Africa

Argentina

Hong Kong, China

France

Russia

Singapore

Germany

Australia

Canada

India

Mexico

United Kingdom

Brazil

China

1

2

2

3

3

5

10

10

10

10

10

10

11

15

20

20

20

21

24

25

28

29

30

30

30

31

40

42

Survey respondent demographics

Prev ious studies in the Partnering for performance series are:

O th e r p ub l i c a ti ons i n th i s s e ri e s

P a r t n e r i n g f o r p e r f o r m a n c e P a r t n e r i n g f o r p e r f o r m a n c e

P a r t n e r i n g f o r p e r f o r m a n c ePart 3 : the CFO and the CIO

P a r t n e r i n g f o r p e r f o r m a n c e

Com i ng s oon

e y . c o m / c f o .

E Y i s th e e x c l us i v e s p ons or of th e CN B C G l ob a l CF O Counc i l .


http://ey.com/cfo

C F O a g e n d aR ob e rt B ra nd

D i g i t a lL a ure nc e B uc h a na n

F i n a n c e p e r f o r m a n c e i m p r o v e m e n t a d v i s o r yT ony K l i m a s

C u s t o m e r a d v i s o r yW ood y D ri g g s

H a nno L ore nz l

Transportation Center

D a t a a n a l y t i c sCh ri s M a z z e i

fi

R ob H ol s ton

Conta c ts


A b out E Y

All Rights Reserv ed.

BMC Agency

specific adv ice.

e y. c om / c f o

E Y | Assurance | Tax | Transactions | Adv isory

http://ey.com/cfo

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