Leading A Data-Driven Material Marketing Journey With Vitor Peçanha

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No matter how the digital area has actually developed significantly over the last years, one thing remains the very same– a chief marketing officer uses different hats.

Case in point: Vitor Peçanha, co-founder and CMO at Rock Material, a world-renowned leader in material marketing.

Using old doors from a country house of his co-founder’s father, Peçanha developed the first tables for the start-up in 2013.

Big (and small) decisions that formed Rock Content into what it is today were made around those tables. And the chief marketer sat at the heart of every decision-making procedure, driving development and purpose with creativity and analytics.

Today, his role as a CMO has actually never ever been more vibrant and prominent.

What does it consider modern-day CMOs to become high-impact leaders that drive their companies to success?

Peçanha has a few views to share.

Sharing And Achieving A Typical Goal

What was your vision when you started your role as a CMO?

Vitor Peçanha: “As the creator of a marketing startup, all I had at the start was an idea and a plan to execute it.

We founded Rock Material because we believe that there’s a better way to do marketing by using material to draw in and thrill your audience and produce business.

When we initially began in 2013, material marketing wasn’t effectively understood in the nation, and our vision was to end up being the largest material marketing company in the world, beginning by introducing it to Brazil.”

How do you make certain your marketing objectives are lined up with the overall organization?

VP: “At Rock Content, we have a structured management model in location.

Every 6 months, the executive group examines the business’s objectives– like earnings, net earnings retention (NRR), and so on– to develop the general service prepare for the company.

Then, we have a model of cascading responsibilities and essential efficiency signs (KPIs) that begin at the top and end at the private factor, where all the actions are connected to each other.

Among the repercussions is that many of the department goals are generally quite near to income, in some cases even shown the sales group.

My private objective, for instance, is the business’s profits goal, not a marketing-specific metric.”

Investing In Individuals And Training

How has your viewpoint on structure and managing a team changed with time?

VP: “I learned a couple of things over the last ten years, however I think the most important one is that a great team member who delivers consistent quality and goes the “additional mile” is worth 10x somebody who just does what he’s informed, even if correctly.

This grit that some individuals have makes a whole distinction, and now I focus my hiring on this soft ability more than anything.

Naturally, if it’s a more senior position, the experience will play a huge function, but I choose to train an enthusiastic junior staff member than deal with a sufficient senior one.”

In a 2022 Gartner study, the absence of in-house resources stood apart as the greatest gap in carrying out content techniques. Facing this difficulty, how do you bring in and keep top marketing talent?

VP: “We developed a huge brand in the digital marketing space over the last ten years. We are viewed as innovators and trendsetters in the space, specifically in Brazil, so we do not have an attraction problem when it pertains to marketing talent.

Also, one of our “hacks” is our learning center, Rock University, which has currently crossed the 500,000-student mark since we are basically educating the market for our requirements.

Retention is a different game since we need to keep them engaged and excited with the company, so we invest a lot in training and other initiatives.

I prefer to have smaller sized groups, so each member has more obligation and recognition. Since we outsource our content production to our own freelance network, it’s simpler to have a scalable group.”

Leading In A Data-First Culture

What kind of material marketing metrics do you concentrate on, and how do you figure out whether you have the best technique in place?

VP: “The main metric of my group today is Sales Certified Leads (SQLs), so I need to generate not only volume however high-quality potential customers for the sales team.

It’s simple to understand if we are carrying out well or not with this metric, and we are continuously keeping an eye on the SQL sources based upon how much pipeline each source generates.

So, for instance, if a sponsorship produces 1 million in the pipeline and costs me 100,000, I increase the financial investment there.”

They say the CMO role is mainly driven by analytics rather than gut decisions. Do you concur? How do you use data in your daily work?

VP: “I concur, and the majority of my choices are based upon information.

I’m constantly inspecting how many SQLs my group generated, the cost per dollar created in the pipeline, and channel and project performance. But information alone isn’t adequate to make thoughtful choices, which’s where gut feelings and experience come in.

A CMO requires to take a look at information and see a story, comprehend it, and compose its next chapter.

Of course, not every effort is heavily based on information. It’s still crucial to do things that aren’t directly quantifiable, like brand name awareness campaigns, but these represent a little portion of my financial investment and time.”

What are the skills that CMOs require which don’t get adequate attention?

VP: “Having the ability to craft and inform an excellent story, both internally and externally, is among the best abilities a CMO need to have, and it does not get adequate attention in a world concentrated on data.

Information is essential, of course, but if you can’t turn that into a method that not just brings results however also delights people, you’ll have a hard time being an excellent CMO and leader.”

If you had to summarize the worth of a material marketer, what would it be?

VP: “A great content marketer can create pieces of material that appear easy and easy to compose, but behind them, there’s always a strategy, a great deal of research study, and skills that are undetectable to the end user, which’s how it ought to be.”

What do you think the future of material marketing will be? The function of AI in material method?

VP: “If everything works out, the term content marketing will no longer be utilized in the future.

Material methods will be so integrated within the marketing department that it won’t make good sense to call it content marketing, the very same way we do not state Web 2.0 any longer.

Great CMOs and marketers will understand that the customer follows a journey where whatever is content (even pay per click, offline media, and so on), and it doesn’t make sense to treat them independently.”

Have a look at this SEJShow episode with Loren Baker, where Peçanha talks more about what lies ahead in content marketing.

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Included Image: Courtesy of Vitor Peçanha