Business Growth Strategies For CEOs: Top CMOs On Marketing Strategy Implementations

Art Saxby

Art Saxby is Founder and CEO of Chief Outsiders. Saxby specializes in manufacturing, commodity and branded products. Contact Art at 281.610.1481 or art@chiefoutsiders.com.

Reeling In Recurring Revenue: Three Steps to Sustained Success

Thu, Jul 18, 2019 | Posted by Jeff Greenberg

A fisherman, as a rule, has to work pretty hard to bring home the catch of the day—hours of grueling effort, in pitching seas, to struggle to reel in one tuna at a time. Imagine, however, a utopian upgrade to this model—simply navigating to the “hot spot,” and sitting back with a frosty beverage while the fish jump, willingly, into the boat.

If you run a recurring revenue stream business, you get to inhabit this magical place—a customer signs up, and they keep paying you, month over month. But, simply having a recurring revenue stream does equate to perpetual hockey stick revenue growth—and I played hockey! There are a number of things that can cause your recurring revenue model to “flounder,” affecting your revenue and margin growth.

In this blog series, we’ll look at the three issues facing recurring revenue businesses—churn, balancing acquisition and retention and creating a retention program. It is my hope that, by the end of this series, you will secure your recurring revenue enterprise against the sharks that could bring it down—and that’s no “Big Fish” story!

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Look Past Numbers and Budget to Achieve Your Growth Potential

Sun, Aug 25, 2013 — While financial health is essential to any successful business, the truth is that falling prey to the wrong numbers game can be one of the worst things for your marketing strategy and your business growth. Sure, it can be difficult to look past numbers and budgets — especially when discussing growth potential with C-suite executives and management teams. Here’s how to keep a focus on the numbers from standing in the way of your growth potential.

Growth Gears: A Process Not a Cool Tool

Wed, Jul 31, 2013 — We are all bombarded with messages about cool marketing tools that everyone needs to be using. They point to company X that did Y and suggest that everyone needs to do Y or be left behind. Unfortunately it is kind of like saying the car that won the race had a shiny bumper, so buy a shiny bumper and you will win races.

What's the Difference Between Sales and Marketing?

Sat, Jul 20, 2013 — Related: Sales & Marketing: Two Sides of the Same Coin Sales and Marketing: two terms we often hear together when working with mid-size companies. In some ways, this is logical because the two need to work together. But in fact, Sales and Marketing are two very different functions and require very different skills. Business leaders know what Operations is; they make stuff. They know what Accounting is; they record and control the money. And they know what Sales does; they sell stuff. So if you are not making stuff, selling stuff, or recording the money—what is marketing and why do you need it?

The Power of the Many, For the Few, Or the One

Sun, Jun 30, 2013 — Lonely Job Being a business owner, business builder or CEO can be a lonely job. We often find ourselves surrounded by people. People we care about. People we spend a considerable effort getting to know and people who we actively work to communicate with. And yet, when tough decisions need to be made, when uncertainty looms or when ideas need to be debated, we can’t always turn to our subordinates. Experience of The Many Last week I attended an event put on by Vistage in Dallas. It was their annual Dallas-Fort Worth area All-City meeting that brings together all of the CEOs and executives who are in their peer groups. Talking to business owners and CEOs, some of whom have been in these groups for over 10 years, reminded me of the power of getting many minds together to discuss, debate and process issues, with us few, often for the benefit of one, a CEO. When I asked these very busy and driven CEOs why they spent a full day a month meeting in these groups of 12-18 CEOs, they said they found it the most effective day of the month. These tight peer groups allow a CEO to get feedback, discussion, debate, knowledge and experience of The Many.

Growth Insights for CEOs