A CEO used to be able to sit in his office suite in the "God Pod" and issue proclamations. No longer. Now he has to get on the road and sell. And not the "glad to meet you" meetings he used to have. He is rolling up his sleeves, solving customer problems and committing the company to deliver.
Who wants to grow revenue? CMOs do, at least according to a survey by Red Herring that asked senior marketers "What Keeps CMOs up at Night?" The survey was conducted a part of Red Herring's CMO Conference, held Feb 4-6, 2007.
According to the survey, the number one strategic issue this year is revenue generation. The complete list of crucial challenges is:
Too many CEOs and CFOs think of marketing as a cost center. Left unchanged, this attitude makes it almost impossible for a CMO to succeed. Take the following example, courtesy of Anne Holland at MarketingSherpa:
We’re in a bubble again. It’s not as frothy as last time, but hallelujah, this time we know what to do, right? One good thing about the dotcom implosion in 2000 is that we got lots of practice laying people off, and I’m afraid that this valuable knowledge may get lost.
If you are scoffing (“Guy’s clueless: We’ll never downsize because we’re growing so fast.”), then you’re my intended reader.
At the suggestion of, and with the help of, Glenn Kelman, here are more lies. These are the lies of CEOs running a companies that are beyond the startup phase. Startup phase lies you’ve read here before.