写在前面
CGO – Chief Growth Officer，多译为“首席增长官”，或译成“首席发展官”。是企业C Level管理层的一员。
2017年，可口可乐宣布不再设立“CMO”职位，取而代之的是新设立的“CGO”一职。一个字母的差别，让营销界出了好几本书来探讨。今年，联合利华宣布，现任CMO退休后将不再聘任新的CMO。消息一出，业界许多猜测，猜得最多的是CMO是不是被CGO取代。我对联合利华的下一步的动作没那么大的兴趣，但对CGO这一职位感兴趣，尤其是对它所负责的“G – Growth（增长）”非常感兴趣。原因很简单，在一个技术和理念快速迭代的时期，商业环境留给企业或个人的出路是“不进则退，退无可退”，因此，Growth (增长) 已经不是一个锦上添花的可选项，而是关乎生存的必选项。带着危机感和紧迫感，我读了手边的几本关于“增长”的书，有很多启发，不过略有隔靴搔痒的感觉。于是，萌生了对CGO做访谈的想法，希望从在访谈中向这些增长的实践者讨教第一手的增长之道，并且分享给对增长话题感兴趣的人。
目前，陆陆续续，联络并访谈了一些CGO，他们当中，有的来自于海外，有的来自于国内；有的来自于成熟企业，有的来自于创业企业。访谈的形式包含，面对面交流，语音沟通和书面交流。所有访谈主要围绕三个问题：
1、Why – 企业为什么需要CGO？
2、What – CGO的职责包含哪些？
3、How – 如何做好一名CGO？
赘述至此，带来第一篇访谈。访谈对象是Kelvin Emmanuel Ng，新加坡PopScoot联合创始人和CGO，PopScoot是新加坡共享电动滑板车初创企业。
【WHY】超级竞争下，需要拥有跨学科才能的领导者肩负企业增长职责
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.
在新经济中，超级竞争（hyper-competition）在增加，这意味着企业需要不断优化对市场的理解和参与，以提高市场份额或收入。
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，要做到这一点，需要一个前所未有的工具包。鉴于商业的复杂度和受众的成熟度，企业需要一个横跨多学科、多部门、多领域的角色，即首席增长官（CGO），这一角色需要能整合企业战略、市场营销、技术等不同领域的专长。CGO将主导企业的增长战略，对以下原本是分开的领域和职责，全面负责：企业与市场的相关性; 与传统的、现有的和未来的竞争对手的区别; 成功所需的技术的可信性。
Due to the holisticnature of such a position, I believe a CGO can be seen as a co-CEO with amandate focused on growth.
鉴于CGO职位的全局观和整体性质，我相信，CGO可以被视为一个以增长为使命的联席首席执行官（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.
对初创企业，尤其是以科技驱动的初创企业，上述挑战尤其严峻。PopScoot就是这样一个初创企业，因此CGO对我们的企业非常重要。
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，许多初创企业都试图颠覆市场。就像PopScoot的例子一样，这通常意味着引入新技术，迫使消费者的行为发生一些改变。每个营销人员都知道后者是一个很难的问题。为了实现这一目标，企业需要了解市场心理，以真正增强产品主张的方式部署技术，并制定能够成功驾驭竞争和政府的战略。
【WHAT】以扩大用户数和提高收入为使命
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.
我的职业道路有点独特，我的经历让我很好地胜任了PopScoot的CGO角色。从商业学位开始，我在一家上市公司工作，成功地推出了他们的第一个零售概念，然后回到设计学校全职工作。在那之后，我在WPP旗下的一家品牌代理公司从事国际项目组合的工作，后来离开了WPP，在新加坡和中国成立了自己的品牌代理公司，并与人共同创办了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.
这些经历让我具备了CGO所需要的知识广度和深度。我曾协助制定全球领先品牌的战略，并为其定位，在细粒度层面执行营销活动，并作为一名企业家运营了10多年——掌握了各个层面的良好视角，学会了在不同职能部门之间建立协同和联盟。
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.
作为CGO，我的使命是通过将市场营销、技术和企业战略与PopScoot的长期品牌愿景结合起来，扩大用户基数和企业收入。由于我在与不同的团队打交道，每一天都是一个学习的机会，了解他们的特质并融入不同的视角是很有趣的。
【How】从概念验证开始，赢得用户的心和获得商业利益都重要
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，我们通过小规模地投放电动滑板车，做了一年的概念验证（Proof of Concept，简称POC）。通过基于地理位置的A/B testing（A/B测试），POC的主要目的是了解用户的行为习惯和出行规律。单单是在我们控制试验的一年当中，我们就积累了2万多名用户，并且我们发现，在试验期内，用户对电动滑板车的使用频次稳步上升。
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.
考虑到社区对推行电动滑板车的态度不都是正面的，我们寻求的并不是用户增长的速度，而是稳定和可持续的增长。因此，对我们来说重要的不仅要赢得消费者出行预算中的份额，同时，要赢得大众的心。我们通过强调社会责任的品牌战略赢得了大众的支持。比如，我们面向公众开展了骑行团活动来进行安全骑行的教育，以加强和社区之间的互动。
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.
结果，和我们有互动的社区感到很骄傲能被我们选中作为试验点。经过社交媒体的传播和发酵，有其他的社区开始联络并邀请我们在他们的社区提供电动滑板车业务。
【PopScoot】如果你去新加坡，不妨试试看
Founded as an e-scooter sharing company,PopScoot provides an affordable, 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.
作为一家电动滑板车共享公司，PopScoot为用户提供了一个支付得起、有趣、好用的出行选择。这些用户可能希望游览休闲景点、可能是上下班，或者是送货。作为该市场的先驱，PopScoot帮助电动摩托车成为新加坡的主流旅行模式——重新定义了第一和最后一英里的交通类别。能为行业带来如此大的改变，很大程度上可以归因于CGO的角色如何设法将不同团队的努力集中到一个共同的焦点，并取得比所有部分更大的结果。从那时起，PopScoot已经从一个纯电动滑板车服务提供商，转型为一个为通勤者和品牌提供移动相关解决方案的创新者。这为我作为CGO的角色提供了一个新的、令人兴奋的挑战。
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，这个角色需要创造力，在其他人可能无法识别的地方建立联系。我相信我对旅行的热爱为我提供了开放的思想，同时，而我作为一个电子吉他手的业余时光帮助我可以识别模式，并扩大PopScoot的“曲目”。
本文照片来源：被访者照片由其本人提供。其他照片为PopScoot APP中公开照片的截屏。
文字来源：英文内容来自被访者，英文原文前后顺序专栏作者有调整。中文由作者撰写，或由百度翻译，专栏作者粗改。| 访谈形式：书面。
