CEO对营销与CMO的认知研究报告（英）

2025 | The Annual CEO Studyon Marketing and the CMOA 2025 U.S. QUANTITATIVE REPORT(Fourth Edition)Fourth Edition | 1.Research Overview and Sample 3–52.Executive Summary6-133.CEO Insights on Their Role14–214.CEO Insights on Chief Marketing Officers and Marketing22–56○ CEO Grading of U.S. CMOs28–39○ CEO Viewpoint on Marketing40–45○ Financial Goal Setting and Metrics46–50○ CMO Tenure and Position51–565.Artificial Intelligence 57–636.Diversity, Equity, and Inclusion 64–687.Appendix69–72ContentsCEO STUDYINTRO2CONTENTSBOATHOUSE CEO STUDYFourth Edition | Research Overview and SampleOVERVIEW AND SAMPLEBOATHOUSE CEO STUDY301Fourth Edition | CEO STUDYINTRO4BOATHOUSE CEO STUDYOVERVIEW AND SAMPLE-Today, as we present our 2025 Report (Fourth Study), we reveal patterns from four years of longitudinal data on Marketing and the CMO. We delve into CEOs’ strategic focus, expectations, and assessments of CMOs and their Marketing departments.-In this edition, for ease of viewing, the years have been translated into Study 1 (2021), Study 2 (2022), Study 3 (2023), and Study 4 (2025).Research Overview-Welcome to the fourth edition of Boathouse’s CEO Survey on Marketing and the Chief Marketing Officer (CMO).-We started the collection of this data in 2021 asa one-off study to better understand the declining respect for Marketing, and the declining tenureof CMOs.Fourth Edition | Research Sample: 150 CEOs fromTop U.S. Companies CAPABILITIESOVERVIEW AND SAMPLE5Sample provided by GLG Insight Network.Survey in field:1/7/2025–1/24/2025 BOATHOUSE CEO STUDYFourth Edition | BOATHOUSE CEO STUDYEXECUTIVE SUMMARY602 Executive SummaryFourth Edition | ●Insight: Data shows 87% of CEOs acknowledge that their transformation strategies have not fully succeeded, with top private concerns including employee morale, culture, and reputational risk—areas which are often sidelined in favor of financial metrics.●Implication: Marketing leaders have a unique opportunity to bridge this gap by aligning brand messaging with internal culture, fostering employee engagement, and brand integrity as pillars of sustainable growth.Is your growth strategy doomed if your people and reputation aren’ton board? How do you define your leadership as CEO?EXECUTIVE SUMMARY7The Growth Paradox: Obsessed with Profits, Overlooking CultureBOATHOUSE CEO STUDYCEOs are relentlessly pursuing growth and profitability, yet their transformation efforts are stumbling.Publicly, financial performance takes center stage, but privately, concerns about employee morale, culture, and reputational risk expose a critical oversight in organizational health that threatens long-term success.Fourth Edition | ●Insight: 76% of CEOs now acknowledge their CMOs’ commitment tothe CEO and board over self-interest. While 71% of CEOs rate CMOs’overall performance as “A” or “B,” only 24% give an “A,” with trust in the C-Suite (27%) and growth-driving ability (19%) dropping sharply fromthe previous year.●Implication: In an economy where every investment