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Published: November 30, 2004

 
 

The Fall and Rise of the CMO

For those firms that have already experienced a high churn rate and have, in effect, created a “revolving door” for the CMO, in all likelihood, there is little hope for the role unless top management changes its ways. However, a CMO who fits well culturally within a firm, has a clear mission, and possesses the right skills can have a transformational, far-reaching effect on the way the company performs the marketing function.

Reprint No. 04406

Author Profiles:


Gail McGovern (gmcgovern@hbs.edu) joined the faculty of the Harvard Business School in June 2002. She teaches marketing to first-year students in the MBA program. Previously, Ms. McGovern was president of Fidelity Personal Investments, the retail mutual fund and brokerage unit of Fidelity Investments.
John A. Quelch (jquelch@hbs.edu) is Lincoln Filene Professor of Business Administration and senior associate dean for international development at Harvard Business School. He is coauthor, with Christopher A. Bartlett, of Global Marketing Management (Prentice Hall, 1998, 4th ed.) and, with Edward J. Hoff, of the 1986 landmark Harvard Business Review article “Customizing Global Marketing.”
 
 
 
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Resources

  1. Andrew Ehrenberg, “Marketing: Are You Really a Realist?” s+b, Second Quarter 2002; Click here.
  2. Leslie H. Moeller, Sharat K. Mathur, and Randall Rothenberg, “The Better Half: The Artful Science of ROI Marketing,” s+b, Spring 2003; Click here.
  3. Randall Rothenberg, “John Quelch: The Thought Leader Interview,” s+b, Third Quarter 2000; Click here.
  4. Steve Silver, “Bring on the Super-CMO,” s+b, Summer 2003; Click here.
  5. “When Art Meets Science: The Challenge of ROI Marketing,” s+b/Knowledge@Wharton white paper, Dec. 17, 2003; Click here.
 
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