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Growth Insights for CEOs

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Finding the Right CMO: The CEO’s Guide to Finding, Hiring and Keeping the Right Marketing Talent

  
  
  
Hire or Fire

For growth oriented companies, the stakes couldn’t be higher. To grow at the rates that a CEO would like, marketing’s role as business strategist, customer megaphone, product architect, chief revenue planner and demand tactician is critical. And if they want to preserve their bottom line, they have to manage their marketing ROI with previously unheard of vigilance.

How Are Mid-sized Companies Innovating for Growth?

  
  
  
Vistage Executive Summit

It takes strategy and execution discipline to get it done

Last week, we spent a day with a couple hundred CEOs at the Vistage Executive Summit in Austin, TX. It was a terrific event. If there’s one coming to your city, you should attend. The “innovation” theme was appropriately bookended by a leading economist in the morning and an execution disciplinarian in the afternoon. After all, innovation without execution is only a bunch of good ideas.

CRM and Marketing Automation Role in Day-to-Day Business

  
  
  
Business Intelligence

What's In It for Me?

How many times have we all heard the following questions about a new initiative – “What’s in it for me?” “Why do I have to change the way I am doing things?” “I am already successful, so why change what isn’t broken?”

Blogs for B2B Companies: Waste of Time or Missed Opportunity?

  
  
  
To Blog or Not To Blog

A very knowledgeable and opinionated executive colleague of mine complained that his marketing department was harassing him to write blogs. To put it in context, he works in a $15M B2B technology company that sells complex enterprise solutions to the VP/C-level suite. Though he readily acknowledged the value of online content, he couldn’t really see the point of posting haphazard snippets of information and opinion, no matter how insightful. So his question to me was, “Does anybody read those things anyway? There’s so much information out there. Isn’t writing blogs just a huge waste of time?”

80% of CEOs Have Lost Trust in Their Marketers

  
  
  
WarningThe following blog is Part II to my recent blog Over 70% of CMOs failed to deliver expected real ROI for their efforts in 2013 

The breadth of discontent among companies with their marketing begs a further look at the why? How have CMOs become less well regarded than say their IT peers, who have something in the neighborhood of a 50% success rating for their projects? Why is the role of the CMO oftentimes the most precarious in the c-suite? Why are 80% of CEOs unhappy with their marketing talent? The consensus seems to be skill level. While many marketers are strong in one or two or even more areas across the board, strength in both left and right brain functions is rare. And oftentimes, the lure of a good creative can be seductive to a CEO, but at the expense of solid business acumen, disappointment is a sure thing. Few marketers have the finance, technical or operations knowledge to effectively lead business modeling, strategy, and positioning as well as marketing functions such as operations and technology, so instead focus on the ‘softer’ or more tactical aspects of the role.

Making Marketing Accountable – Welcome to the New Strategic Reality

  
  
  
Business Strategy

6 actions CEO’s should take to win in 2014.

I read with interest the recent HBR blog article How CMOs Can Get CFO’s on Their Side with great interest. The authors contend that “marketing is in the midst of an ROI revolution,” something that I whole-heartedly agree with. The precision with which marketing activities can now be measured is unprecedented, which has several impacts on our businesses.

Customers Are Not All Equal

  
  
  
chart resized 600

Why it’s important to understand customer value, and what to do about it

Every Management Team knows the intricacies of their respective P&L, but can they honestly say they understand the value that each customer delivers to their franchise? More importantly, if they have gone through the hard work of developing a robust customer profitability analysis, have they taken the next step to implementing key business changes based upon the data?(http://www.journalofaccountancy.com/Issues/2008/Dec/ManagingCustomerProfitability.htm)

The Beatles CMO - Change Agent

  
  
  
The Beatles CMO

In 1997, Paul McCartney said, “If anyone was a Fifth Beatle, it was Brian.” In my own reflection, manager Brian Epstein could also be called The Beatles CMO. Discovering the band in November 1961 in Liverpool after their many years in Hamburg, Germany playing mainly American rock songs, wearing their jeans and leather, Brian practically turned a miracle with his vision for their potential. Even after being rejected by virtually every record label of the day, Epstein found a way, earned more than any manager of his day (up to 25% of earnings after expenses) and helped build a legacy that seems to be without end.

You’ve Changed How You Buy – Have You Changed How You Sell?

  
  
  
Downhill sales

Have you changed how you sell in the era of the informed customer? 

The Wall Street Journal reported that UPS struggled with last minute Christmas demand from Amazon, Kohl’s, Wal-Mart and other online sellers. It should be no surprise to businesses that there’s been a big shift in how consumers conduct their holiday shopping. Most of us are, by nature, are procrastinators. Given the chance to make a last-minute decision with guaranteed delivery and easy price comparison, why would we commit early?

70% of Marketers Fail to Deliver the Business Results CEOs Expected in 2013

  
  
  
lightning

I read a staggering statistic yesterday. According to the Fournaise Marketing Group’s 2013 Global Marketing Effectiveness Program, a multi-year survey of over 1200 CEOs and top Marketing decision makers worldwide, in 2013 over 70% of marketers failed to deliver the (real and P&L-quantifiable) business results their management expected them to deliver (more sales, more market share, more sales-ready prospects and/or more conversion).

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