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

Doug Rainbolt

Doug is a Chief Outsiders Partner & CMO and trusted advisor to CEOs. With a sharp sense for the high valued problems calling for solutions, learned through deep insight, he helps companies position themselves through products and messaging, to earn the right to be called preferred suppliers. He applies his product management, product marketing, strategic planning, multicultural and executive leadership skills to help guide entrepreneurial teams focused on business strategy, growing profits and transforming the organization.

Seven Steps to Shorten Your Sales Cycle

Thu, Apr 11, 2024 | Posted by Bob Sherlock

Does your company provide customers with expensive business inputs?

Or are you crucial in other ways to your customers’ business success?

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When do I need to Hire a Product Manager?

Thu, Jun 28, 2018 — Over the course of my career I’ve had the opportunity to work alongside some really good product managers. The good ones tend to be easy to spot even though many don’t like attention cast on them and are quite content being behind the scenes. Like the conductor, they’re focused on keeping the trains going on time. The “trains” in this case are the products or services a company offers. There is a cadence to product management done right and the frequency they operate under is tuned into by the entire organization. Think of Max Weinberg, Bruce Springsteen’s E Street Band drummer. It’s said that drummers are the heart and soul of bands. While Springsteen was clearly “The Boss”, Weinberg set the beat and always had his eyes constantly fixated on Springsteen during live performances and could make adjustments in a microsecond that allowed the band to be at its best.

Lessons in Innovation: The Customer Development Team’s exposure to Prospective Customers

Fri, Jul 28, 2017 — In my last post I shared a process for companies to consider using when evaluating new products for new markets. The core idea is to test “customer readiness” before making significant investments in Marketing and Sales. And the vehicle for testing is to use a cross-functional Customer Development team to reach out to prospects to create and expedite learning moments. Uncover the facts, test your assumptions, and iterate on the product, if absolutely required, before executing the big launch. In this post, I’ll share an experience I’ve had when using this approach.

Managing the Uncertainty in New Markets

Mon, Apr 3, 2017 — In my last post I addressed the challenges companies face when considering entering new markets. I called these the “white spaces”. The challenge is assessing the value in entering those markets without consuming excessive resources. It’s about exploiting opportunities, but not over-spending and taking on too much risk at the start.

The CEO's Challenge of Staying Relevant in an Accelerated World

Mon, Sep 19, 2016 — And what to do about it Almost all CEOs face the challenge of maintaining relevancy in the markets they serve. More specifically, what keeps many CEO’s awake at night is the realization that something is materially changing in their company, in their markets, or within what was once a marquee product line. Yet, the rank and file just can’t see it. And if they do see it, they aren’t responding fast enough. Maybe our CEO can’t fully understand it. But their instincts tell them that it’s more than a seasonal blip; it’s something systemic that could rock the company off its foundation. In many instances, the problem boils down to the company not innovating fast enough. The world is seemingly passing it by. Relevancy is lost.

Growth Insights for CEOs