
By Ash Wendt, President & Founder — Ash Wendt brings deep expertise to recruiting transformative C-suite leaders, placing CMOs and marketing executives. He regularly contributes to Forbes, Chief Executive, Marketing Dive, Fast Company, Harvard Business Review, and other premier publications, providing thought-provoking commentary on leadership alignment, revenue operations, marketing innovation, and high-performing teams.
Consumer behavior has always changed in accordance with societal and economic trends. Recent years are no exception, ushering in what can best be described as the “blended” experience due to the rise of technology and digital advancements.
As people return to stores in droves, they bring with them a new digital fluidity, using a combination of online and offline channels to make purchase decisions. The journey might start by browsing for products online but then move to the physical store for a closer look at the selection — to ultimately turn around and make the purchase digitally.
Mobile phones have only added to the complexity. According to a Consumer Product Content Benchmark survey, a growing contingent of shoppers now rely on their phones while shopping in stores. The majority (72%) use phones for price-comparison purposes, but then some check customer reviews (62%), read product descriptions (52%), and even conduct research on a brand’s reputation. It is a digital-first world, after all.
Many brands have struggled to keep up, trying to optimize their presence across various channels and integrate digital technology into all areas of business. Many have gone so far as to create a digital ecosystem in an effort to offer a seamless, personalized customer journey.
With a move to digital-first strategies and a greater emphasis on customer-centricity, companies had to change how they operate. Almost overnight, CMOs found themselves at the forefront of business transformation. It was inevitable that their role and responsibilities would evolve in response.
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