Performance management is what will move your Marketing organization from focusing on budget and productivity to focusing on results and accountability. This article suggests three steps to initiate the process.
Author Archive | Laura Patterson
Why Customer Needs to Be at the Start of the CMO Job Description
Perhaps you’ve seen some of the recent industry articles published by Forrester and HBR suggesting that companies need to hire a chief growth officer or a chief customer officer. Why are these new roles emerging as potential replacements when you’ve already invested in a role, your CMO or VP of Marketing, for this very purpose?
No Doubt You’re Busy, But Are You Productive?
Time has a major impact on your productivity. The key is to how to make the best use of your time. This article provides a way to quickly identify whether you’re focusing on the most productive activities. It also explores how to scale and make sure your outsourcing pays off.
There’s More than Cash on the Line with New Marketing Technology
The average company regularly utilizes 20+ Marketing Technology (Martech) solutions. Nearly 60% of marketers say they don’t get the most out of the Martech they have. Read this article to learn how the C-Suite can help make Martech investments payoff. Learn four points every CMO should include in a presentation to request more Martech.
Organic Growth: Why It Matters and How to Fuel Its Segmentation
It is our belief that organic (versus inorganic) growth should be your business priority. Organic growth requires a different approach than inorganic growth. This article explains how segmentation when done well fuels organic growth and three steps to create your segmentation model.
Why Revenue-Oriented Processes Matter (And How to Get Started)
All functions within your organization run on process and Marketing is no exception. Revenue generating processes designed to affect your customer’s buying behavior are especially important to Marketing. Creating quality Marketing processes is a science. These 6 steps come from the well-defined quality process management discipline.
Why Marketing Needs to be in the Room and at the Table
This article presents two very important reasons why your Marketing team needs to be represented in the room when formulating your strategy, and explains why Marketing needs a permanent seat at the table for any strategic business decisions and the cost when your Marketing function is absent from the room.
How to Harmonize the Voices of the CMO and CFO
In business, both Finance and Marketing must work together to enable the organizations success and create value for customers. In music, harmony refers to the extensively developed system of chords and the rules that allow or forbid relations between chords. This article suggests how Finance and Marketing can create harmony for the benefit of both […]
There Can Be No Growth Strategy Without a Culture for Growth
As one of the primary customer-facing functions of your organization, Marketing will inevitably mirror the internal culture. So no matter how well the Marketing formulates a growth strategy, they will only spur success if they exist within a culture of growth.
In Marketing, Like Golf, You Need to Use Each Club for Its Purpose
90% of Fortune 500 CEOs play golf, so it seems that this game provides an excellent metaphor for marketers. Just as in golf, in marketing, every customer journey and market is unique. To live up to expectations and improve business performance, Marketers need to be proficient with all the Marketing “clubs in their bag.”