This document discusses the importance of CEOs being marketing champions. It notes that CMOs only have an average tenure of 23 months. It then outlines various responsibilities and roles of effective marketing leaders, including aligning company capabilities with customer needs, injecting value before products launch, and driving business growth. The document emphasizes the need for marketing leaders to understand their strengths and focus, and lists attributes of those who drive superior revenue growth. It provides a checklist of metrics and indicators for marketing accountability and influence. Finally, it discusses key areas marketing should focus on, such as pricing, conversions, compelling events, and aligning product, channels, promotion and transactions to meet sales quotas.

2. IS YOUR CEO A MARKETING CHAMPION?
THERE’S A REASON THAT THE AVERAGE TENURE OF
CMO’S IS 23 MONTHS

3. VALUE CREATORS
• OUTCOMES THAT MATTER
• ALIGNING COMPANY CAPABILITIES WITH CURRENT AND FUTURE NEEDS OF THE CUSTOMER
• INJECT VALUE BEFORE THE PRODUCT OR SERVICE COMES TO MARKET
• STRETCHING THE BOUNDARY OF MARKETING
• ABILITY TO GROW A BUSINESS – ESPECIALLY IN A MATURE BUSINESS

4. KNOW THYSELF
• VALUE CREATOR
• SALES ENABLER
• CAMPAIGN PRODUCER
• WHAT’S YOUR DNA?
DEEPEXPERTISEINMARKETING
FUNCTIONAL UNDERSTANDING
AND RELATIONSHIPS

5. DNA OF GROWTH CHAMPIONS
20%
MORE LIKELY TO EXHIBIT SUPERIOR REVENUE
GROWTH
ROI
CONTRIBUTION TO GROWTH AGENDA
NOT FOCUSED ON YOUR SPEND
ACTIVE LEADERSHIP
ADVISERS TO MANAGEMENT TEAM
MARKETING MASTERS

6. METRICS
• BEING ACCOUNTABLE
• GAINING INFLUENCE
• PRODUCT
• SALES STRATEGY AND MOTION
• PRICING
• CHANNEL STRATEGY
• COMMUNICATION

7. CHECKLIST
metrics indicators indicators
CLOSE RATE PRODUCT MEETING CLIENT NEEDS WEAK COMPETITIVE POSITION
LENGTH OF SALESCYCLE SALES PREPARATION- TRAINING ENABLEMENT – PROPS FOR SELLING
AVERAGE DEAL SIZE AIMING AT THE WRONG MARKET PRICING
% OF AVAILABLE MARKET PRODUCT/SERVICE DESCRIPTION:
CRITICAL
CROSS SELL, UPSELL
PERMISSION TO SELL
MQL CONVERSIONS CAMPAIGN EVALUATION SALES MANAGEMENT
AGE OF PIPELINE SALES ACTIVITY ENABLEMENT
COMPELLING EVENTS IDENTIFY AND INTEGRATE ACCELERATE ALL THE ABOVE

8. RELATIONSHIPS SALES
Activity
management
MARKETINGCommunication
SALES
OPERATIONS
Reporting the
relevant numbers
PRODUCT
Ideal Customer
Profiles
Evolving
product/service
definition

9. PRICING
• ENCOURAGES BUNDLING
• SELL BACK: HIGH PROFIT PRODUCTS/SERVICES PAY FOR THE EARLY ADOPTERS
• SIMPLE: A DIFFERENTIATOR OR ACCELERATING THE CLOSE
• ALIGNS TO THE VALUE OF THE PRODUCT NOT TO THE COMPETITORS

10. CONVERSIONS
• CONTACTS TO MQLS – ALL YOU!
• MQLS TO SQOS – MOSTLY YOU!
• SQOS TO PIPELINE – WHERE WE ALL JOIN HANDS AND SING KUMBYA
• PIPELINE TO FORECAST – SALES MANAGEMENT
• FORECAST TO REVENUE – SALES MANAGEMENT

11. COMPELLING EVENTS
• BUSINESS DRIVERS
• ACQUISITIONS AND DIVESTITURES
• INNOVATION
• EXPANDING PRODUCT LINES AND GEOGRAPHIC EXPANSIONS
• PRODUCT LIFECYCLE
• NEW
• RETIRING
• PARTNER ACTIVITY
• PRODUCT LAUNCHES
• REPLACEMENT PROGRAMS

12. XMULTIPLIERS
PRODUCT ALIGNMENT
WHAT PRODUCT IS ENGINEERING
BUILDING?
WHAT PROBLEM IS IT SOLVING?
WHO ARE THE BUYERS?
DO THEY AGREE?
CHANNELS
WHAT PRODUCT IS SALES SELLING?
DOES THIS MATCH THE PRODUCT THAT
ENGINEERING IS BUILDING?
HOW OFTEN AND HOW MUCH ARE THE
DISCOUNTS?
WHAT IS THE TRANSACTION TO QUOTA
RELATIONSHIP?
PROMOTION
WHAT PRODUCT IS MARKETING
PROMOTION?
WHO ARE THEY PROMOTING TO?
IS THE BUYER RESPONDING?
ARE THERE ENOUGH QUALIFIED BUYERS
TO SUPPORT THE TRANSACTIONS TO
QUOTA RELATIONSHIP?
Where the focus goes, energy flows. Tony Robbins