The Big Idea
At the end of the day, the CEO must determine what is and isn’t working for in his or her company, and act accordingly. Yet, trapped by old-school marketing practices that don’t fit and perpetuate finger-pointing between sales and marketing, it can be hard to break through and grow to the next level. That’s unless you were able to make your marketing a science, and quickly discern What Really Counts.

It’s a brave new world for CEOs; given the move from old-school print advertising to Web 2.0 social networks and the emergence of digital strategies, CEOs far too often have no idea which part of their marketing works and which part doesn’t. And neither do many of them know what to should invest in to enhance their company’s long-term success. This confusion leads to quite a few CEOs spending more marketing budget dollars than necessary, squandering profit margins and resources that could be used elsewhere.

If the CEO does not understand which parts of the marketing effort are producing the best ROI, there is a strong likelihood that he or she will cut the very infrastructure required to maintain or restore the company’s vitality.

About of Author
Gal Borenstein is the CEO and Chief Strategist of The Borenstein Group, a leading integrated marketing communications firm dedicated to B2B marketing. He has over 20 years of technology marketing and communications experience and has been personally involved in the development and/or dissemination of over 100 B2B and B2G brands, including ADT, Marconi, Learning Tree International, IBM, US Army, Nextel Online, Dominion Telecom, Airbus North America, and others.

Gal holds a B.A. in Communications with honors from Temple University and a Master’s degree in Business and Telecommunications Management with honors from George Mason University. He is the founder and chief strategist of Fairfax-Based Borenstein Group and is also a member of Global Fluency, the Chief Marketing Council’s (CMO Council) agency.

http://www.galborenstein.com