WEBVTT

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- Lauren and Marissa, welcome.

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Lauren, to you first.

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Why is collaboration

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with the whole C-suite
so important for CMOs?

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- Collaboration with the
C-suite is so important

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because marketing at its best
really is a growth engine.

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And today marketing
needs to be omnichannel

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to drive true long-term
value with the customer.

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And for that to happen,

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it's not just about convincing the CFO

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to fund marketing initiatives,

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but it's also about working
effectively with product,

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with IT, and really with
just about every function

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in the organization.

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- Marissa, in your experience,

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what functions are most
important to collaborate with?

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- Well, I think as a retail operator,

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operations is a critical function.

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And we often say marketing
can't write a check

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that the store can't cash.

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So you may have the
greatest marketing idea,

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but you have to be able
to operationalize it

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so that ultimately the consumer

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and the customer see it and act.

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But in addition to operations,
merchandising is key.

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Obviously we partner so closely with them

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from a product perspective.

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And obviously the digital
technology space is so important.

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With that comes legal and compliance

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to ensure that we are

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utilizing our data appropriately.

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And then of course finance obviously,

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not just to fund the marketing budget,

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but also to measure the
impact to the business.

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- What does successful
collaboration look like?

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What can it do for a company?

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- Well, at its core,

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I think if you're aligned
cross-functionally

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against what are the most
important business objectives

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and then have clarity on how each function

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is supporting those business objectives,

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it can unlock disproportionate
growth for the business,

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and that's really what we're
trying to do in marketing.

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- Lauren, or to both of you, but Lauren,

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what advice do you have
for CMOs who are struggling

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to get buy-in from the
rest of the C-suite?

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- Couple things.

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Number one is make sure

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that you're really tying your initiatives

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to business results.

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Number two, make sure that
you've aligned on the measurement

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of how those business results
are going to come about.

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And number three, it is to
some extent a sales effort

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to make sure that everyone
is bought in to all of that

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across the organization,
again, not just the CFO,

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but the other departments as well.

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- Do you?

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- Yeah, I would agree.

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I think it's important to
remember this is not a discrete

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or an episodic event.

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This is something that has to be worked on

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and practiced every single
day on a continuous basis.

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That's how you build credibility

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and really systematize it over time.

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- Marissa, Lauren, thank you so much.

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- Thank you.