1、1大数据时代领军人每一次技术变革中，都会有新兴公司崛起成为新领域的主宰，而旧任则势必让位（甚至衰败） 。如今移动数据领域正发生翻天覆地的变化，大数据和即时数据分析必将使商业版图焕然一新。随着这些新技术的兴起，公司管理层的变革在所难免，而最大的受益人当属 CMO（首席市场官）。 传统商业模式中，CMO 主要涉及市场营销的“软技能” ，他们领导成本中心，运作品牌、广告、宣传等花销不菲的活动，而产生的收益却往往难以估算。而在这场变革中，CMO 不仅有望远超 CIO（首席信息官） ，如果企业预算能说话也一定会对 CMO 赞不绝口。高德纳公司预测到 2017年 CMO 在 IT 方面的开销甚至会超过 C
2、IO。为什么？因为移动数据、大数据和即时数据分析正将 CMO 的组织架构从成本中心转化为一支受收益驱动的能吸引大量客户群的有力臂膀。 CIO 和 CMO 也许并不愿意摆出一副一争高下的样子，二者间其实也存在一方和平且合理的中间地带，可使双方通力协作共同治理大数据的广阔天地，并及时有效地进行数据分析。CMO 有足够的市场营销技巧，而CIO 则有充分的技术来捕捉、分析、整合数据，发挥最大效用。 在日渐重要的移动渠道中，CMO 占据着重要的位置，因为反馈回路需要格外私人化且及时。而对于终端用户的分析预测和回馈也越发重要，精确万分。 2然而移动信息系统却不同于旧的信息系统，后者主要依据信息记录程序来跟
3、踪用户的互动情况。当我们在移动系统中越走越远，我们面临的是一个没有信息记录程序的世界，我们势必需要新的工具通过多种渠道来跟踪移动用户。除了新工具之外，新的合作伙伴也不可或缺CMO和 CIO 组成动态二重奏他们通力协作提供云端和后台支持使从多渠道即时获取大数据成为可能：实体的虚拟的，网络的移动的。 要明白为何 CMO 有如此大的潜力，就要首先研究另一场战役，一场全美甚至更大范围内每季度发生的争战：季度收益数字之战。常常发生的情况是，一旦销售或收益数字不够漂亮，CEO 就会问 CFO（首席财务官）和销售经理一个问题， “你能做点什么？” 诚实的回答是：短期内，做不了什么。他们可以拥塞渠道，但这只会
4、使下一季度的目标更难完成。他们也可以把产品低价抛出门外，但若需见效，还有相当的时间差等待市场反应。所以，这些都只是短期内的应急措施。 在不久的将来对于一些企业来说是已经实现的将来CEO 会找到 CMO，而 CMO 端着笔记本不慌不忙地回答， “没问题，我们中午就能达到这个数字。 ” CFO 和销售经理一定会问“怎么办到？” “在你们还在讨论的时候我发现了 Zing42 多余的库存，并给过去曾购买该产品并由数据显示愿意再次购买的 234，000 位顾客发送了邀请，同时将邀请发送给虽然从未购买但只要价格降到现有水平就有意愿购买的 341，000 位顾客。 ” 3不再需要紧急召集销售而导致渠道拥堵，
5、不再需要大肆的降价折扣宣传，这很可能给品牌本身也打折。现在需要的只是基于分析发送给定向的数据用户简单的手机提醒，或是向分析显示为潜在客户的用户发送邀请。 CMO Takes the Lead in Big Data Era Robert Lilleness In every shift of technology， new companies emerge to dominate new spaces while incumbents falter （and sometimes fade away）. Todays epic shift to mobile， big data and real
6、-time analytics will certainly change the corporate landscape. But the emergence of these new technologies is also inspiring major change in the C-level suite， and the biggest beneficiary will be the Chief Marketing Officer. Gartner predicts that by 2017 the CMO will spend more on IT than the CIO. W
7、hy？ Mobile， big data and real-time analytics are transforming the modern CMOs organization from a cost center to a critical revenue-driving arm to reach and engage the customer base. Realizing that CIOs and CMOs probably hate stories of a battle raging between them， there is actually a peaceful， and
8、 logical， middle ground in which the two work together to harness the vastness of big data to create real-time analytics. 4While the CMO brings the marketing skills to the table， the CIO has the technical chops to deal with capturing， processing and integrating data. However， mobile is a different b
9、east and legacy systems designed for the web rely on cookies to track user interaction. As we go more mobile， we enter a world devoid of cookies. New tools are required to match mobile users to their actions across multiple channels. Along with new tools， there needs to be a new partnership working
10、diligently together to deliver the cloud-based and back-office infrastructure required to pull actionable information from big data across all channels： bricks and mortar， web and mobile. To get a view into what makes the CMO so potentially powerful， lets turn to another battle， the one that happens
11、 on a quarterly basis across corporate America and beyond： The fight to make the quarterly earnings number. Typically， a CEO faced with a sales or earnings shortfall will turn to the CFO and the head of sales and say： “What can you do？” The honest answer is： short term， not much. They can jam the ch
12、annel， which will make the next quarters number even harder to achieve. Or shovel product out the door at prices that wouldnt otherwise make sense. And， again， these 5results may have value only for the short-term. In the very near future ? one that has already arrived for some organizations ? the C
13、EO turns to the CMO， who looks up from his or her laptop and says： “No problem. We should make that number by noon.” The CFO and head of sales turn and say in unison： “How？” “While you were talking I found an overstock of our Zing42 and sent an offer to 234，000 customers who have purchased this in t
14、he past， and statistically are ready to buy again， and to another 341，000 customers who havent purchased this yet， but show a high probability of doing so at the price point we are offering.” No hurried sales calls to the field asking them to stuff the channel. No broadcasting of sales and discounts that can tarnish an image or weaken a brand. But rather， an analytically-driven offer to a curated digital audience delivered via a simple mobile notification， or in-application offer， to thousands of people who are analyzed and selected to be eager buyers.
