CMO Chats with Phesephony Naidoo, Marketing Director for ANZ, Concentrix

Could you please introduce yourself and your company?

I’m Phesephony, the Marketing Director for Australia and New Zealand at Concentrix. Our company assists leading organisations and beloved brands in modernising their technology, transforming experiences, and resolving complex business challenges. It’s quite a broad remit.

So as a marketing leader, Phesephony, what do you think are the key priorities that marketing teams should focus on right now?

The key priorities have consistently been brand awareness and demand generation, as these two go hand in hand – it’s difficult to generate demand if no one recognises your brand. The third crucial priority is the end-to-end customer experience. We invest heavily in acquiring customers, so it’s equally vital to focus on retaining them and fostering their loyalty.

Can you share an example of an innovative or even successful campaign you’ve seen recently?

I’d point to a recent B2C campaign by Lancôme. They reinvigorated their Juicy Tubes lip balms, a product most millennials would remember from their teenage years. The campaign was exceptionally well-executed, leveraging nostalgia effectively with spot-on celebrity endorsements and brilliant scripting. As a consumer, it even compelled me to purchase a Juicy Tube for the first time in decades, which speaks volumes about its success.

What are some of the biggest challenges that you think marketing teams face at the moment?

Across industries and organisations, the most common challenge I hear about is resourcing. This includes people, budget, and timeframes. Everyone is striving to achieve more with less, meaning we’re constantly figuring out how to maximise our limited time, funds, and resources. Targets aren’t shrinking, and marketing expectations certainly aren’t diminishing, so this remains a significant hurdle.

How do you think your company, or what does your company do to stay ahead of their competitors in terms of your marketing strategies?

Any business needs a crystal-clear value proposition. It’s about understanding your audience, target segments, sweet-spot verticals, and how you’re positioned against competitors. This clarity isn’t just about knowing what you’re good at, but also, crucially, what you’re saying ‘no’ to. Sometimes, deciding what not to do is even more impactful than what you choose to pursue.

Phesephony, since you’ve actually been in the marketing industry for probably more than 10 years, if I’m not mistaken, what do you think is the biggest opportunity for marketing leaders today that may not have been available in the past?

The most significant opportunity for marketers today, compared to previous generations, lies in data. We have access to an overwhelming amount of data, which is incredibly powerful. It allows us to quickly identify what’s working and what isn’t, enabling us to pivot or scale as needed. The challenge, however, is data hygiene and integrating siloed data stacks to create a single, comprehensive picture of the customer journey, particularly in complex B2B environments. Connecting these data points is the ultimate goal, allowing us to truly understand what’s effective.

What does the future of marketing look like for you?

For me, the future of marketing involves marketing gaining a more prominent position and a true seat at the C-suite table. There’s still a perception among some leaders that marketing is merely a cost centre, rather than a profit and revenue-generating engine. Our remit is constantly expanding, encompassing more areas than ever before. As leaders, it’s our role to shape this perception, not just externally, but internally within our organisations, ensuring marketing’s strategic voice is heard and valued.

Is there traditional leadership advice that you believe doesn’t apply to modern marketing leadership?

I think the traditional advice about staying with one company for a very long time is outdated. Especially in markets like Australia and New Zealand, where marketing teams aren’t typically huge, it’s often necessary to move around to gain diverse experience. This helps you understand what you enjoy, what you’d prefer to do less of, and how to expand your marketing career. Seizing different opportunities and not limiting your career to a single organisation is crucial for growth as both a marketer and a leader.

Another outdated notion is that career progression must be linear. Many people don’t aspire to lead massive teams, and that’s perfectly fine. Becoming an individual contributor specialising in a particular area, for example, is a valid and fulfilling path. With new specialisations constantly emerging, especially with the advent of AI, linear career growth simply doesn’t exist anymore. Keeping your options open and not adhering to a single view of leadership is vital.

What career advice should current marketing leaders always keep in mind?

My top advice is to be curious. I always encourage my teams to maintain their curiosity because it drives growth, expands your mind, and keeps you learning about new developments. Remaining curious also makes you open to fresh ideas and opportunities, which is paramount for progress. So, continuous learning and curiosity are key.