What I’ve found to be the essential components of a strong CMO / CEO relationship, which I believe to be one of the most important in any organisation.
The discussion about measurement and leading indicators is particularly relevant. We're currently struggling with connecting our marketing activities to business outcomes.
Could you share more about how you developed your Share of Search metric? Also, how do you handle the challenge of measuring brand-building activities that don't have direct attribution to growth?
The section about growth being everyone's responsibility is crucial. In my experience, this mindset shift is often the hardest to implement, especially in early-stage startups.
I'm curious about your approach to getting other departments involved in growth initiatives. Have you developed any specific frameworks or processes to help non-marketing teams contribute to growth goals? Also, how do you handle the tension between short-term growth metrics and long-term brand building?
Your insights about empathy and education really resonate. The point about not expecting others to understand marketing is particularly valuable.
I've found that creating a simple marketing dashboard that shows both leading and lagging indicators has helped bridge the communication gap with our CEO. How do you balance the need to educate the business about marketing while still maintaining focus on growth targets?
"Growth is a combination of the products you offer, the markets you operate in, and how you reach your target market." Always enjoy your writing, Tom. Also £5 target acquisition cost is diabolical !
The discussion about measurement and leading indicators is particularly relevant. We're currently struggling with connecting our marketing activities to business outcomes.
Could you share more about how you developed your Share of Search metric? Also, how do you handle the challenge of measuring brand-building activities that don't have direct attribution to growth?
The section about growth being everyone's responsibility is crucial. In my experience, this mindset shift is often the hardest to implement, especially in early-stage startups.
I'm curious about your approach to getting other departments involved in growth initiatives. Have you developed any specific frameworks or processes to help non-marketing teams contribute to growth goals? Also, how do you handle the tension between short-term growth metrics and long-term brand building?
Your insights about empathy and education really resonate. The point about not expecting others to understand marketing is particularly valuable.
I've found that creating a simple marketing dashboard that shows both leading and lagging indicators has helped bridge the communication gap with our CEO. How do you balance the need to educate the business about marketing while still maintaining focus on growth targets?
Love the diagram - so helpful to visualise how growth is not usually straightforward or easy. Keep doing what you're doing, Tom!
"Growth is a combination of the products you offer, the markets you operate in, and how you reach your target market." Always enjoy your writing, Tom. Also £5 target acquisition cost is diabolical !
Thanks, Will! Yep, seems silly now but at the time we didn't know that!