Growth Insights for CEOs

Marketing Leadership for CEOs: An Executive Guide to Growth
Executive Takeaways
- At a certain scale, Marketing stops being a support function and becomes the company's growth system.
- Everyone has opinions about marketing, which means it rarely gets the disciplined oversight it actually requires.
- The CEO is uniquely positioned to set clear intent and hold the function accountable.
- As a connected system, Marketing drives alignment and focus.
This blog is part of Chief Outsiders’ Marketing Leadership for CEOs series, an ongoing examination of the critical dimensions of Marketing (the capital “M” is intentional, as you’ll see) that every CEO needs to understand.
Recent Posts

Let’s Get Real! Three of 10 Reasons Why Your SWOT is Really a SWAG
Mon, Oct 10, 2016 — I once experienced a recurring dream where I stood at the front of Mrs. Streebeck’s fifth grade class, completely unable to speak. “Where is your homework, Mr. Sparrow?” the teacher asked. The shame and guilt of being unprepared caused my throat to tighten and my vocal chords to freeze. It was horrifying. Never mind that in the nightmare I was also fully exposed—buck naked, as we say in the South—but that’s not the point. Even if tucked away in my subconscious, I’ve always been mortified of being unprepared. Most of you reading this post feel the same way – and that’s why you’re here.

What Can Tesla Teach Us About Customer-Focus?
Thu, Oct 6, 2016 — I wouldn’t mind getting my hands on a Tesla. Sleek, fast, future-forward – and electric to boot – the unique combination of “smart” and sustainability features on the Model S, Model X, and Model 3 make the car company’s offerings so irresistible to buyers, that Elon Musk and his team have struggled to keep up with demand.

Market-Driven Strategy Doubles Annual Revenue for ISTN [CASE STUDY]
Tue, Dec 11, 2012 — In this case study, see how a market-driven strategy helped a business consolidate sales and marketing programs, increase revenue growth, and expand into new geographic markets. As a management buy-out company of a Westinghouse division, IST produced instrumentation and optics used in the nuclear power, defense, safety and spectrophotometer markets.
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The Power of Yelp: You Can't Ignore It
Thu, Oct 4, 2012 — What do you do when you want to try a new restaurant? Well maybe not you in particular, but many people turn to Yelp. Yelp is a social site where members post reviews of local businesses where they eat, shop and go to for services. And many people read those reviews. In fact, Yahoo News reported that a 1/2 star change in reviews can increase customers in the restaurant by almost 20%.

What To Do When Your Sales Are Up But Your Profits Aren't?
Thu, Aug 16, 2012 — Several times as a CMO, I have been called upon to solve a net profit, rather than a total revenue problem. Sales in these cases were not bad. Not where we wanted them to be, but adequate. The problem was that no one was making any money.

Growth Opportunity: The Demand Chain
Mon, Mar 19, 2012 — Efficiency Only Goes So Far The last ten years of American business have been focused on integrating and perfecting operational efficiencies through the perfection and active management of the Supply Chain. For the last couple of years of economic turmoil, many companies have almost exclusively focused on supply chain efficiencies as a strategy for survival. Now the challenge is taking the expertise and company culture focused on linear thinking and introspection of the supply chain and start growing again.

Maximizing Your Position In Your Market
Mon, Sep 26, 2011 — Every company must develop a strategic direction that best fits its capabilities and its standing in its marketplace. Most business categories fall into similar market share patterns. There are three major players who, combined, have roughly 70-90% of the market. Then you have a group of small savvy specialists that have identified an underserved audience within the market. These tend to be businesses that succeed based on lower volumes, by definition, but much higher margins. In general, they tend to have no more than 5% of the market each. And, finally, you have the remaining companies in the category that live on the crumbs that are left over.

Situational Competence: A Requirement for International Management
Sat, Aug 6, 2011 — Small and mid-size businesses are becoming increasingly international. This means that CEOs who want to grow need to gain expertise in understanding employees and clients from different cultural backgrounds.

3 Top Sources of Strategic Marketing Insights
Mon, Jul 18, 2011 — Effective marketing strategies that drive significant results are almost always based on key insights. Insights can come from a lot of different places – from research, from a review of operations, from an analysis of the market, from a review of available data, from experience. The critical common element to game-changing insights is perspective – looking at the situation from a customer/prospect/market point of view. Let’s look at some examples: 1. Research-based Insight At Northeast Savings, we conducted a major customer segmentation study to better understand the needs of our consumers. One of the key findings of the research was a hierarchy of concerns expressed by a key constituency – 50+ consumers. Their number one issue was their health; followed closely by their financial well being, especially as it related to being able to take care of themselves should anything happen to them physically. This insight, coupled with an understanding of the need for conservative investments (in this case, CDs) due to the risk profile of older people, led to the creation of the “Take Ten” CD. This was a traditional CD, earning market interest rates, with a twist – you could withdraw up to 10% of your principal without penalty. Northeast Savings was the first bank in the country to offer this type of CD and was recognized in USA Today. More importantly, the CD garnered $180M in new deposits in the first three months and, after a year, no one had exercised the option to withdraw principal. Consumers wanted the security of knowing that they could, but really needed to earn interest on their deposits.