Steve Goldner’s Post

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Fractional Chief Marketing Officer @ Innovative Companies | Brand Partnerships, Marketing Communications

“… marketing leaders must evolve into strategic contributors whose insights drive core business results.” “… marketing needs to reframe its purpose within the organization. Marketing should not be a support function measured solely by campaign metrics. Instead, it should be positioned as a strategic driver of growth and long-term value. The more CMOs align their objectives with financial goals, the more they amplify their impact and build credibility at the executive table, where critical decisions are made. For marketing leaders, this means demonstrating how their strategies contribute to broader business outcomes — whether through increasing customer lifetime value, enhancing market share or accelerating revenue growth.” I’ll leave these two quotes and avoid further editorial. I have strong views that support these statements. Glad to engage 1 on 1 with proof points (on why) and solutions (that drive business success). https://lnkd.in/eRxyTUu4

How marketing leaders can transform marketing from a support function to a growth driver | MarTech

How marketing leaders can transform marketing from a support function to a growth driver | MarTech

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Steve Goldner

Fractional Chief Marketing Officer @ Innovative Companies | Brand Partnerships, Marketing Communications

1mo

The two comments provided by John Sadowski and Anthony A. capture the exact reasons why! Both are key issues that need to be addressed.

Anthony A.

Global Business, Market and Ecosystem Development | Revenue Acquisition & Growth | Innovative Sales Leadership

1mo

Thank you for posting this: Not only do marketing leaders need to evolve into strategic contributors to the organization, I believe they also have to re-invent their leadership capability. Most won't integrate directly into revenue or client acquisition, i.e. sales/business development. They hang their hat on campaign metrics, as you stated, because it's easy. They can wax poetic on data, metrics and pivot tables on how many 'leads' they've generated, which they re-define. (because most of the time, it's just suspect data and not an actual lead). They don't seek to understand the market they serve or generating demand and they definitely devalue the importance of business development and integrating their strategic function within the organization.

John Sadowski

Generates Leads and Revenue for Clients in Legal, Healthcare and High End Retail Businesses

1mo

I would suggest a third concept, marketers must educate the C-Suite on the value of branding for long-term goals Steve Goldner. So many CEO's and sales managers just focus on the next quarter's ROI from marketing.

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