寫在前面
CGO – Chief Growth Officer，多譯為“首席增長官”，或譯成“首席發(fā)展官”。是企業(yè)C Level管理層的一員。
2017年，可口可樂宣布不再設(shè)立“CMO”職位，取而代之的是新設(shè)立的“CGO”一職。一個字母的差別，讓營銷界出了好幾本書來探討。今年，聯(lián)合利華宣布，現(xiàn)任CMO退休后將不再聘任新的CMO。消息一出，業(yè)界許多猜測，猜得最多的是CMO是不是被CGO取代。我對聯(lián)合利華的下一步的動作沒那么大的興趣，但對CGO這一職位感興趣，尤其是對它所負責的“G – Growth（增長）”非常感興趣。原因很簡單，在一個技術(shù)和理念快速迭代的時期，商業(yè)環(huán)境留給企業(yè)或個人的出路是“不進則退，退無可退”，因此，Growth (增長) 已經(jīng)不是一個錦上添花的可選項，而是關(guān)乎生存的必選項。帶著危機感和緊迫感，我讀了手邊的幾本關(guān)于“增長”的書，有很多啟發(fā)，不過略有隔靴搔癢的感覺。于是，萌生了對CGO做訪談的想法，希望從在訪談中向這些增長的實踐者討教第一手的增長之道，并且分享給對增長話題感興趣的人。
目前，陸陸續(xù)續(xù)，聯(lián)絡(luò)并訪談了一些CGO，他們當中，有的來自于海外，有的來自于國內(nèi)；有的來自于成熟企業(yè)，有的來自于創(chuàng)業(yè)企業(yè)。訪談的形式包含，面對面交流，語音溝通和書面交流。所有訪談主要圍繞三個問題：
1、Why – 企業(yè)為什么需要CGO？
2、What – CGO的職責包含哪些？
3、How – 如何做好一名CGO？
贅述至此，帶來第一篇訪談。訪談對象是Kelvin Emmanuel Ng，新加坡PopScoot聯(lián)合創(chuàng)始人和CGO，PopScoot是新加坡共享電動滑板車初創(chuàng)企業(yè)。
【W(wǎng)HY】超級競爭下，需要擁有跨學科才能的領(lǐng)導者肩負企業(yè)增長職責
With the proliferation of hyper-competition in the new economy, it means that companies need to continually optimisetheir understanding of and engagement with the market in order to grow marketshare or revenue.
在新經(jīng)濟中，超級競爭（hyper-competition）在增加，這意味著企業(yè)需要不斷優(yōu)化對市場的理解和參與，以提高市場份額或收入。
And to do so thesedays requires a toolkit like never before. Given the sophistication of businessesand audiences, a multi-disciplinary role – pulling together disciplines across corporatestrategy, marketing and tech, among others – is required to chart a strategyfor growth that accounts for Businesses’Relevanceto the market, Differentiation from competitors, and Creditabilityin terms of the Technology required to pull it off.
如今，要做到這一點，需要一個前所未有的工具包。鑒于商業(yè)的復雜度和受眾的成熟度，企業(yè)需要一個橫跨多學科、多部門、多領(lǐng)域的角色，即首席增長官（CGO），這一角色需要能整合企業(yè)戰(zhàn)略、市場營銷、技術(shù)等不同領(lǐng)域的專長。CGO將主導企業(yè)的增長戰(zhàn)略，對以下原本是分開的領(lǐng)域和職責，全面負責：企業(yè)與市場的相關(guān)性; 與傳統(tǒng)的、現(xiàn)有的和未來的競爭對手的區(qū)別; 成功所需的技術(shù)的可信性。
Due to the holisticnature of such a position, I believe a CGO can be seen as a co-CEO with amandate focused on growth.
鑒于CGO職位的全局觀和整體性質(zhì)，我相信，CGO可以被視為一個以增長為使命的聯(lián)席首席執(zhí)行官（co-CEO）。
Start-ups, in particular tech-enabled ones, tend toface the above challenges in an intense manner. PopScoot is just such astart-up, hence a CGO would be important in its case.
對初創(chuàng)企業(yè)，尤其是以科技驅(qū)動的初創(chuàng)企業(yè)，上述挑戰(zhàn)尤其嚴峻。PopScoot就是這樣一個初創(chuàng)企業(yè)，因此CGO對我們的企業(yè)非常重要。
What is more, many start-ups, seek to disrupt themarket. As in the case of PopScoot, this often means the introduction of newtechnology that forces some change in consumer behaviour. Every marketer knowsthe latter is a tough ask. In order to pull it off, the business needs to understandmarket psychology, deploy tech in a manner that truly enhances product propositionand develop strategy that can successfully navigate competition and government.
此外，許多初創(chuàng)企業(yè)都試圖顛覆市場。就像PopScoot的例子一樣，這通常意味著引入新技術(shù)，迫使消費者的行為發(fā)生一些改變。每個營銷人員都知道后者是一個很難的問題。為了實現(xiàn)這一目標，企業(yè)需要了解市場心理，以真正增強產(chǎn)品主張的方式部署技術(shù)，并制定能夠成功駕馭競爭和政府的戰(zhàn)略。
【W(wǎng)HAT】以擴大用戶數(shù)和提高收入為使命
My career path has been a little unique and myexperiences put me in good stead for the CGO role at PopScoot. Starting with abusiness degree I served at a public listed company successfully launchingtheir first retail concept before heading back to design school full time.After which worked on an International portfolio of projects at a WPP BrandAgency, leaving later to found my own Brand Agency with offices in Singaporeand China – before co-founding PopScoot.
我的職業(yè)道路有點獨特，我的經(jīng)歷讓我很好地勝任了PopScoot的CGO角色。從商業(yè)學位開始，我在一家上市公司工作，成功地推出了他們的第一個零售概念，然后回到設(shè)計學校全職工作。在那之后，我在WPP旗下的一家品牌代理公司從事國際項目組合的工作，后來離開了WPP，在新加坡和中國成立了自己的品牌代理公司，并與人共同創(chuàng)辦了PopScoot。
The experience has afforded me the breadth as wellas depth of knowledge that I believe CGOs require. Having helped developstrategy for and position market leading brands globally, executed marketingcampaigns at the granular level and operate as an entrepreneur for over adecade – one grasps a good perspective of all levels and learns to buildsynergy as well as alliances between functions.
這些經(jīng)歷讓我具備了CGO所需要的知識廣度和深度。我曾協(xié)助制定全球領(lǐng)先品牌的戰(zhàn)略，并為其定位，在細粒度層面執(zhí)行營銷活動，并作為一名企業(yè)家運營了10多年——掌握了各個層面的良好視角，學會了在不同職能部門之間建立協(xié)同和聯(lián)盟。
My mission is togrow the user base and revenue through the alignment of Marketing, Tech andCorporate Strategy to PopScoot’s long term brand vision. As a result of thediverse teams that I deal with, every day is a learning opportunity and it isinteresting to learn their idiosyncrasies and soak in the differentperspectives.
作為CGO，我的使命是通過將市場營銷、技術(shù)和企業(yè)戰(zhàn)略與PopScoot的長期品牌愿景結(jié)合起來，擴大用戶基數(shù)和企業(yè)收入。由于我在與不同的團隊打交道，每一天都是一個學習的機會，了解他們的特質(zhì)并融入不同的視角是很有趣的。
【How】從概念驗證開始，贏得用戶的心和獲得商業(yè)利益都重要
We kicked off a year-long Proof of Concept trial with a limited fleet of e-scooters. Our key objectives were to understand user behaviour and travel patterns through location-based A/B testing. Even with the controlled experiment, the user base rose to20,000+ across the year, with usage frequency steadily increasingthroughout the period.
起初，我們通過小規(guī)模地投放電動滑板車，做了一年的概念驗證（Proof of Concept，簡稱POC）。通過基于地理位置的A/B testing（A/B測試），POC的主要目的是了解用戶的行為習慣和出行規(guī)律。單單是在我們控制試驗的一年當中，我們就積累了2萬多名用戶，并且我們發(fā)現(xiàn)，在試驗期內(nèi)，用戶對電動滑板車的使用頻次穩(wěn)步上升。
What we were looking to accomplish was notnecessarily speed of user acquisition but sustained growth that took intoconsideration a community’s not always positive perception of e-scooters. Henceit was important for us not only to win over wallets but the win over hearts aswell. We accomplished this with branding strategy that emphasised socialresponsibility. For example, we encouraged community engagement by activating ridingcircuits where we educated the public on safe riding.
考慮到社區(qū)對推行電動滑板車的態(tài)度不都是正面的，我們尋求的并不是用戶增長的速度，而是穩(wěn)定和可持續(xù)的增長。因此，對我們來說重要的不僅要贏得消費者出行預算中的份額，同時，要贏得大眾的心。我們通過強調(diào)社會責任的品牌戰(zhàn)略贏得了大眾的支持。比如，我們面向公眾開展了騎行團活動來進行安全騎行的教育，以加強和社區(qū)之間的互動。
As a result, the communities in the neighbourhoodswe operated felt a sense of pride that they were chosen for the trials. Andwith proliferation through social media, other neighbourhoods startedpetitioning us to initiate the service in their areas.
結(jié)果，和我們有互動的社區(qū)感到很驕傲能被我們選中作為試驗點。經(jīng)過社交媒體的傳播和發(fā)酵，有其他的社區(qū)開始聯(lián)絡(luò)并邀請我們在他們的社區(qū)提供電動滑板車業(yè)務。
?【PopScoot】如果你去新加坡，不妨試試看
Founded as an e-scooter sharing company,PopScoot provides an a-ffordable, fun, and easy-to-use option for riders who are looking to tour leisure spots, commute to work, or make deliveries. As a pioneer in the market, PopScoot has helped e-scooters become a mainstream mode of travel in Singapore – redefining the first/last mile transit category. A large part can be attributed to how the role of CGO manages to pull the efforts of diverse teams into a shared focus and achieve results greater than the whole of the parts. PopScoot has since morphed from a pure e-scooter service provider, into an innovator of Mobility-related solutions for Commuters as well as Brands. This provides a new and exciting challenge in my role as CGO.
作為一家電動滑板車共享公司，PopScoot為用戶提供了一個支付得起、有趣、好用的出行選擇。這些用戶可能希望游覽休閑景點、可能是上下班，或者是送貨。作為該市場的先驅(qū)，PopScoot幫助電動摩托車成為新加坡的主流旅行模式——重新定義了第一和最后一英里的交通類別。能為行業(yè)帶來如此大的改變，很大程度上可以歸因于CGO的角色如何設(shè)法將不同團隊的努力集中到一個共同的焦點，并取得比所有部分更大的結(jié)果。從那時起，PopScoot已經(jīng)從一個純電動滑板車服務提供商，轉(zhuǎn)型為一個為通勤者和品牌提供移動相關(guān)解決方案的創(chuàng)新者。這為我作為CGO的角色提供了一個新的、令人興奮的挑戰(zhàn)。
Finally, this role requires creativity, making connections where others may not be able to identify. I believe my love for travel has provided an open mind, while my pass time as an electric guitarist helped identify patterns and expand the repertoire of PopScoot.
最后，這個角色需要創(chuàng)造力，在其他人可能無法識別的地方建立聯(lián)系。我相信我對旅行的熱愛為我提供了開放的思想，同時，而我作為一個電子吉他手的業(yè)余時光幫助我可以識別模式，并擴大PopScoot的“曲目”。
本文照片來源：被訪者照片由其本人提供。其他照片為PopScoot APP中公開照片的截屏。
文字來源：英文內(nèi)容來自被訪者，英文原文前后順序?qū)谧髡哂姓{(diào)整。中文由作者撰寫，或由百度翻譯，專欄作者粗改。| 訪談形式：書面。
