Marketers not providing info c-level execs need for strategic thinking
According to the joint VisionEdge Marketing, ITSMA and Forrester Research 2013 Marketing Performance Management (MPM) Survey, just nine per cent of CEOs and six per cent of CFOs leverage marketing data for strategic planning. The report claims the …
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Marketing Maven: Fly the friendly marketing skies
Companies are creating marketing campaigns for airport venues because they know travelers are captive audiences. Before 9/11, flyers could arrive with only a few minutes to spare before take-off. The last thing they wanted to do was shop.
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DOT allots P1 B for promotion, marketing
MANILA, Philippines – The Department of Tourism (DOT) has allocated P1 billion to support its promotions and marketing programs this year. Channeled to its attached agency Tourism Promotions Board (TPB), the P1 billion budget was double what had been …
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Popular Questions
Why are marketers not providing the information C-level executives need for strategic thinking?
Marketers may report campaign activity without connecting it to revenue, customer retention, market shifts, or business risk. C-level executives need concise analysis that explains what changed, why it matters, and what decision should follow. Marketing teams should pair performance metrics with trends, assumptions, forecasts, and clear business recommendations.
What information do C-level executives need when marketers fail to support strategic thinking?
Executives typically need reliable data on customer demand, acquisition costs, lifetime value, conversion quality, competitive movement, and expected return on investment. They also need the limitations behind the numbers, including attribution gaps, sample size concerns, and timing effects. A short decision brief can show the key evidence, likely scenarios, and the resources required for each option.
How can marketers stop withholding information that C-level leaders need for strategic decisions?
Marketing leaders should create a recurring executive report that links activities to company objectives rather than listing isolated channel metrics. Include leading indicators, financial outcomes, major risks, and changes in customer behavior, then explain the implications in plain language. Review the report with finance, sales, and operations so the information is consistent before it reaches the executive team.
What happens when marketers do not give C-level executives the information required for strategic thinking?
Executives may shift budgets based on incomplete evidence, miss emerging customer opportunities, or approve tactics that produce activity without profitable growth. The marketing function can also lose credibility when its reports answer what happened but not what should happen next. To reduce this risk, marketers should disclose uncertainty, present several scenarios, and recommend measurable next steps with owners and deadlines.