Head of Omni Channel (COCO)
Вакансия № 64923 в населенном пункте (городе) Москва, Россия от компании "Surya Group" на сайте Электронный Центр Занятости Населения (ЦЗН) Москвы.
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Обязательное требование к опыту работы искомого сотрудника: более 6 лет.
График работы: полный день.
Тип занятости: полная занятость.
Вакансия № 64923 добавлена в базу данных: Вторник, 9 сентября 2025 года.
Дата обновления этого объявления: Пятница, 26 сентября 2025 года.
| Рейтинг вакансии: 9,68 из 100 баллов |
Адрес вакантного места работы: Москва, Малая Семеновская улица, 9с3, м. Электрозаводская.
Работодатель предложит заработную плату по результатам собеседования с соискателем работы.
Job description
Every day, firms face new and different challenges. Big data, consumer empowerment, and channel explosion are just a few of the topics they are trying to grapple with. To address these issues, CEOs are consistently “testing” and morphing top management team roles, attempting to best align similar skills and tasks with the most appropriate functional leader.
- In an omnichannel world, it is important to drive synchronization and alignment across all customer-facing functions.
- The COCO now has responsibility for the return associated with marketing investment.
- For the right marketer seeking to become a CEO in a retail environment, the COCO role is a great opportunity toward that goal.
What is the COCO role, and how is it different from a traditional CMO role?
- Greenwell indicated that the COCO is a unique role–and much broader than the traditional CMO role in that this individual will be responsible for all customer-facing activities: store operations, marketing, call center, and digital (which includes all forms of nonstore-based commerce).
- It is considered to be a very high-ranking position that reports to the president.
What motivated you to create this role?
- The driving motivation is to break silos and drive accountability. Traditional organizational structures often create silos, especially in retailing.
- The heads of marketing, finance, merchandising, HR, stores, etc., typically report directly to the president or CEO.
- This creates a challenge in driving ownership because the only place where all of the functions come together is at the top of the firm. In today’s customer-centric world, it becomes especially problematic because you have all of the customer-facing touchpoints under different leadership.
- Marketing, stores, and digital (e-commerce, m-commerce, etc.) are separated under different leaders. In an omnichannel world, it is important to drive synchronization and alignment across all customer-facing functions.
- This should improve the customer’s experience, which, in turn, should help improve the firm’s performance.
How is success measured?
- The COCO position is a pure P&L role. The final measure of success will be firm-level P&L. While marketers have historically been relegated to a promotion-centered role that made complete P&L management difficult in retailing, this role is specifically designed to give the COCO responsibility for revenue-generating activities and a significant portion of the profitability (although this person won’t manage merchandising).
- By broadening the role to include promotion and store-level/digital-level execution, the COCO now has responsibility for the return associated with marketing investment.
What is the preferred background?
- A blend of digital and marketing experience is required. While it may be difficult to find somebody with digital, marketing, call center, and store operations experience, Finish Line has talent and competency on the store side, which can provide support as a strong digital/marketing leader gets up to speed. Because the firm is born from the brick-and-mortar model, members from the firm’s bench have knowledge and capability with regard to store operations. What’s now needed is the ability to lead integration across touchpoints in a way that creates a holistic customer experience that drives superior results.
As Greenwell indicated, this role will provide a strong marketing/digital leader with the opportunity to finally be accountable and responsible for the customer’s experience. And it provides great CEO training by providing the right candidate with greater responsibility than a traditional marketer would get (e.g., store operations, call center, etc.).
At the center of all of these new titles is a desire by top management to create a competitive advantage through the superior structure, organization, and alignment of human resources. While many titles simply represent creativity in titling (e.g., calling a CMO a chief customer advocate without changing responsibility), this COCO title is just the opposite. It represents different responsibilities and greater accountability. For the right marketer seeking to become a CEO in a retail environment, it’s a great opportunity to take the next step toward that goal.
KPI's
- Revenue of Business Unit - $ XXX
- GP - XX %
- EBITA of BU - XX %
- New Customer Addition - XXX
- Customer Satisfaction Index - XX %.
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