In this week's podcast we talk about, "Start-ups need to think differently in the current market"

In a challenging market, start-ups need to do is scale-up, showing that they have the strength to weather the economic storm and continue to attract investment.

Start-ups are exciting. People have the opportunity to make a lot of money because, in that fledgling phase, there is a high level of risk. Right now, few people have the stomach for gambling. What start-ups need to do is scale-up, showing that they have the strength to weather the economic storm through a strong market presence, a loyal customer base and by developing a brand value that drives sales but is also worth more than the sum of its parts. The key to that is marketing.

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Plato famously wrote: "our need will be the real creator", which over time morphed into the proverb, "necessity is the mother of invention". Certainly, it seems that the world is currently in need of something. 

In this episode of "How do board actions strengthen CMO performance?"

A broad cross-section of CEOs feels that their CMOs are not financially accountable and often seem ineffective. This is not a new problem, but it doesn't appear to be going away either. It can't be that every CMO out there isn't up to the task; instead, it's a question of defining the role and expectations for the modern business.

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In these podcast episode, we talked about "Business Growth through Marketing Reinvention"

Businesses today are complex, and the rapid changes in marketing processes are an ongoing challenge for all. The past few years have amplified the digital transformation over the past decade, causing a sea change in how businesses engage with customers. Despite these rapid changes, marketing remains the same - it's all about insight and people.

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Businesses are faced with a particularly potent set of challenges at the moment. The pandemic’s commercial legacy is a combination of drained coffers, skills shortages, materials shortages, delivery delays, high levels of consumer demand and relatively low tolerance levels. 

It seems to be a universally acknowledged truth that the Queen's recent Platinum Jubilee celebrations were a great success - for her, for the monarchy and the UK. 

On the one hand, it was a joyful occasion after so much stress and strain around the world in recent years, and poignantly, one in which people could celebrate together. 

However, it was also more than that. It was a moment that showed the monarchy doing what it does best - putting the shine back on brand Britain, and as always, there's a lesson in that about the enduring power of brand for all of us.

Business expansion into a new market or territory is an exciting time for any business. However, lots of companies approach new markets without a properly structured approach. Invariably this is the result of thinking that you can repeat whatever you did in your home market that has resulted in success - a mistake that often leads to failure.

Pre-pandemic, most people went to the office to work, whether permanent employees, consultants or business partners. Irrespective of having a meeting or a full day of data processing, most work was transacted in person. Today that balance of work has shifted. Now, instead of the assumption that people meet in person unless told otherwise, now the assumption is that they will join a video call unless told otherwise. 

Why have a Fractional CMO when you could employ a marketing director? Isn’t it the same thing? Not exactly. For some, a Fractional CMO works alongside an employed marketing director, offering an outside perspective. For others, a Fractional CMO provides a better fit than a full-time marketing director, delivering different benefits that suit some businesses and organisations more than others.

With great power comes great responsibility, so goes the saying, but it also tends to come with an awful lot of yes men/women. Whether you're the CEO of a large conglomerate or the founder of a flourishing scale-up, everyone needs someone they can rely upon to give an honest opinion about the matters of the day. In short, every CEO needs a counterweight.