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In the dynamic and competitive landscape of business, the role of a CEO extends far beyond overseeing operations and finances.

One of the crucial aspects that a CEO must be deeply involved in is shaping the marketing strategy of the organization.

This encompasses crafting the brand image, ensuring effective communications, and steering the organization towards market opportunities that align with its goals.

Signage As A Pillar Of Marketing Strategy

Marketing signage, often an overlooked aspect, is a critical element in the overall marketing strategy. 

For a business, it is essential to have visually appealing and message-driven signs that can entice potential customers and communicate the brand’s values and offerings effectively. 

A CEO’s insight and vision can add value to this domain by ensuring the signs are in harmony with the business’s goals and customer expectations.

The Power Of Custom Mesh Banners

Among different types of signage, custom mesh banners stand out for their versatility and effectiveness. 

As a CEO, understanding the importance of such banners can be pivotal in creating impactful marketing campaigns. 

Mesh banners are particularly effective because they are durable and can withstand various weather conditions, making them ideal for outdoor advertising.

In addition to durability, custom mesh banners offer ample scope for creativity. 

CEOs can work with marketing and design teams to develop banners that not only convey the message succinctly but also reflect the brand’s personality. 

This could include the use of striking colors, innovative designs, and persuasive content that resonates with the target audience. 

Furthermore, by being involved in the selection and placement of these banners, CEOs can ensure that they are positioned at locations where they have the highest likelihood of reaching the intended audience.

Digital Signage And Its Advantages

While physical signs like mesh banners are indispensable, the advent of technology has given rise to digital signage. 

CEOs should not underestimate the power of digital signs as a means to captivate audiences. Through digital signage, businesses can display dynamic content such as videos, animations, and real-time data which can be more engaging than static displays.

Digital signage allows for content to be updated remotely and frequently, which means that CEOs can ensure that the marketing message is always current and relevant. 

This flexibility is particularly advantageous for time-sensitive promotions or for responding quickly to market changes.

Cohesive Branding Through Signage

Signage, both physical and digital, must maintain cohesion with the company’s branding. 

A CEO’s role in ensuring that the signage accurately reflects the brand image is pivotal. 

This includes making sure that the company logo, color schemes, fonts, and other elements are consistent across all signage.

This consistency builds brand recognition and trust among consumers. 

The CEO, in collaboration with the marketing and branding teams, should ensure that the brand message communicated through signage aligns with what the company stands for and promises its customers.

Leveraging Data For Targeted Marketing

In an era where data is often referred to as the ‘new oil’, CEOs must understand and leverage the potential of data-driven marketing. 

Through careful analysis of customer data, CEOs can guide marketing teams to create campaigns that are more in tune with customer preferences and behaviors.

Analyzing Customer Preferences

Understanding customer preferences is at the heart of any successful marketing strategy. CEOs need to ensure that their organizations are not just collecting data but are effectively analyzing it to glean insights into what their customers want.

By using sophisticated analytical tools, CEOs can help in identifying trends in consumer behavior. 

This information can be invaluable for tailoring products, services, and marketing messages that meet the specific needs and wants of different customer segments.

Monitoring Marketing Performance

A CEO must not only be forward-looking but should also critically analyze the performance of past and ongoing marketing campaigns. 

Through performance metrics like conversion rates, customer acquisition costs, and return on marketing investment, CEOs can make informed decisions about the allocation of marketing resources.

By keeping a close eye on these metrics, CEOs can ensure that the marketing strategy is continuously optimized. 

This ongoing process of monitoring and optimization is crucial for ensuring that marketing efforts yield the best possible results.

Making Data-Driven Decisions

Armed with insights from customer preferences and marketing performance data, CEOs can make data-driven decisions that steer the company towards success. 

This involves using data to identify new market opportunities, create innovative products, and design marketing campaigns that resonate with the target audience.

Building And Maintaining Consumer Trust

In an increasingly skeptical consumer market, building and maintaining trust is more crucial than ever.

 A CEO plays an essential role in establishing the company as a reliable and credible entity in the eyes of the consumer.

Transparent Communication

One of the key factors in building trust is transparency in communication. The CEO must ensure that marketing communications are honest and clear. 

This includes avoiding exaggerated claims or misleading information.

Furthermore, the CEO should be willing to communicate openly with consumers, especially in times of crisis or when addressing consumer concerns. 

This fosters a sense of integrity and reliability associated with the brand.

Social Responsibility And Ethical Marketing

Consumers today are increasingly concerned about the social and environmental impacts of the products and services they consume. 

A CEO should guide the organization towards adopting socially responsible practices and ensuring that marketing campaigns reflect these values.

This involves not only engaging in ethical marketing practices but also communicating the company’s efforts in social responsibility to the consumer. 

This can significantly enhance the brand’s image and build a loyal customer base.

Personalization And Customer Engagement

Personalization is a powerful tool for building consumer trust. By showing customers that the brand understands and caters to their specific needs, a company can foster a deeper connection.

The CEO needs to ensure that marketing strategies include personalized content and communications. 

Engaging with customers through social media, feedback surveys, and other channels is essential in building a relationship based on trust and mutual value.

The Crucial Role Of A CEO: Closing Remarks

A CEO’s involvement in shaping marketing strategy is vital for the success of the business. 

Through astute attention to marketing signage, leveraging data for targeted marketing, and building consumer trust, a CEO can effectively steer the company towards achieving its goals and establishing a strong brand presence in the market.

If you can’t explain why customers should do business with you, how can you expect THEM to know

Listen and look closely at advertisements that promote that they are the BEST – HIGHEST RANKED – MOST AWARDED – at something and it always come with the key qualifier. Best “in class,” and most awarded  “in their segment…”

THIS is the very key! Eliminate every opportunity to be measured on a level playing field with everyone else in your markets. Unless, of course, you are already the market leader with a substantial share…but I suspect, to achieve this, the market had to recognize uniqueness and a “bar” was raised with which to measure all others.

Create and play on a field that you know you dominate and force others to compete with you on your terms. One example from my past. Where IBM, NCR, Dell and HP were the recognized leaders in Point of Sale computers, a relatively unknown brand struggled to even be invited to bid. All of the others have nationwide and worldwide onsite repair capabilities with 8 hour response time offered. Too small to credibly compete, we redesigned a point of sale system that was the first and only blade based self service POS that was “purpose built” for POS with technical features (liquid cooled; flash boot; single module replacement from front of POS). The new challenge was a discussion around uptime, availability and purpose built design…something the bigger brand names struggled to adequately address for those who valued these aspects most. The company began winning contracts and industry awards and global recognition for innovation. You want to win more? Change the game!

It doesn’t always mean you have to revamp your entire product offer. Much can be accomplished by better targeting your offer to a segment that values most what you have to offer – where others don’t shine as bright due to their huge size; slow responsiveness; higher costs; or merely they don’t value this segment as highly. Example? EVERYONE wants to biggest utility companies in the Country – Duke Power and/or PG&E for example. To compete head to head against the largest industry vendors can be both expensive and time consuming. Select the target who needs most what you readily have and can do better than the bigger competitors – say CoOp and Municipalities … and strive to be the BEST… for this segment… and you may well enjoy more sales… shorter sales cycles… domino referral sales… greater brand awareness… more profitable deals…a broader customer base making you less vulnerable to fickle customers who change vendors every contract cycle.

So, how do we know which game to play? Everyone could use some help framing the following. You and your team are closer to your business than almost anyone. Your individual and collective perspective would be collected from all sources. Making an extraordinary effort to have these questions answered by a wide collection of sources is strongly advised. Feedback and input from customers; suppliers; sales partners; industry influencers and – ever more important – customers you are losing or have lost. Their perception is their reality – no matter what you say.

1. What do we do? “One sentence”  a. “We make the best value priced metal soft drink can in the Americas.”

2. What do we do uniquely or better than anyone else? (“We are the only one who…”) – a para max and try not to make it a catch all…like, “ we are the easiest to work with, best priced…flexible…custom tailored… mass production…green (recycled)… lightest weight…most durable… stylish…”

3. What Specific Segments Do We Provide a Specialized Offer? Avoid “every customer with a pulse” mentality. Consider lifetime profitable customer profile. Rank and prioritize your segments.

4. What is our Value Proposition to 1) Financial Services (specifically subsegment Client Account Records); 2) HealthCare (specifically subsegment EMR); 3) Telecommunications/Utilities (specifically subsegment Subscriber Records)

5. Identify, Validate and Document (from the target’s perspective) THEIR Value Metrics (I need to manage costs down and I need an cost effective tool to help me); Buying Criteria ( I don’t want to have to change everything I do to use that vendor’s product – the product should suit me and not force me to conform to it); Easy to Position the Benefits to my Stakeholders; …

Position the Problem Statement – then – Position the Value Proposition –– For example, as a customer, I struggle to integrate and make seamless disparate point products that actually create exposures. Where do other approaches fall short – what makes us the better way to go… – one page.

Why YOU? 2-4 page – brief non technical business case positioning paper to highlight the challenges; demonstrate how well you know their pain points and exposures; why the current and/or typical approach is insufficient; position against the competition (highlight the current and typical shortfalls for example – classic security rarely precludes the extraction of digital files on a USB or download from a USB); demonstrate how your offer came to be…the considerations…what was rejected…the rationale that drove the development of your offer…in terms that keep the customer pain point front and center.

About the Author: Orlando Joseph

Global Technology Executive with strong business and financial acumen. Strong ability to link marketing strategy and results directly to overall business strategy and company financial goals. Keen abilities to develop strategy from in-depth analysis of buyer and/or customer insights. Documented program development skills, from advertising to digital presence accros all relevant marketing channels. Possesses excellent influencing skills and able to drive consensus. Able to recognize and articulate a future direction; provide strategic direction, and have the ability to direct global and localized products, brand, advertising and related specialties while managing budgets. A strong track record of new product development and demonstrated ability to forge strategic alliances with key partners. Accustomed to driving results and delivering return on Investment. View Orlando’s short bio

Whether you own a small business or part of a multinational corporation, there is a constant truth in the marketing landscape: videos are more effective than images, banner ads and sound bites. But what strategies can businesses employ to get the most out of their video marketing? Here’s a look at techniques and the statistics behind video marketing and why it works.

The Appeal of Video

Humans perceive the world predominantly with vision. While sound, smell, taste and touch make up the remainder, humans rely most heavily on what they can see. A person can get a sense for a visual in about one-tenth of a second, and a video ad is 12 times more likely to be watched than a text ad is to be read. There are a couple reasons for this; one of the simplest ones is effort. If people have a choice, they’ll typically pick the option that is easiest.

For instance, how many people do you know who have seen a movie based on a book, rather than reading that book? While the book may be a more immersive and fulfilling experience overall, many people feel as though they don’t have the time and video conveys a message much quicker. But how does video match up against still photography? While, images are worth 1,000 words, video is far superior considering motion catches the eye easier than a still image.

The Market

So what does the market look like for video marketing and your business. Well, the answer is good – really, really good. In fact, 65 percent of the viewers watch at least three fourths of a video, which is a high rate of retention by any standard. Furthermore, 92 percent of mobile devices users will typically pass along a video via social media or email.

This is where video editing tools such as video to text, AI voice cloning, and adding text to video come into play. These technologies allow businesses to create highly engaging and unique content. The video to text function can transform spoken words into written text, making videos more accessible to a broader audience base. AI voice cloning can mimic any voice, providing versatility, while adding text to video enables incorporation of key messages or closed captions, further enhancing viewer comprehension.

How text to speech works?

Text to speech works by using advanced algorithms to convert written text into natural-sounding speech. It enhances accessibility, supports multitasking, aids language learning, and improves efficiency in customer service and training. Customizable and easy to integrate, TTS technology provides clear, consistent communication across various applications, making it highly effective.

Benefits of Video Marketing

A video on your homepage also makes your site more likely to appear on the first page of any Google search that pings your topic. For instance, Amway is a multinational corporation with over 21,000 employees. The video seen on their homepage employs storytelling techniques in order to attract the best employees interested in the field.

Storytelling In Video Marketing

Assigning a narrative to your video can help maintain interest and increase its effectiveness as a marketing tool. Amway’s video does just this. First the company touches on the attributes it has, then hones in on how those values lead the corporation to value your talents as well. Through time-lapsed images of multiple cities, it tells a story about a company that connects people worldwide. Then with shots of individuals it adds a human element. After this, testimonials from real employees provide the raw information that would otherwise be given in a lengthy paragraph of exposition that would lose interest of the target audience.

While this video does not employ fictional elements, that doesn’t mean you should shy away from them. Don’t be afraid to pull inspiration from fiction and create videos that have recurring characters. A great example for successful video marketing is Gieco Gecko, a brand character who provides levity and a call to action. Another technique is a behind-the-scenes aspect of your video that shows how you work and the process and time you take at your company. This can give potential clients and customers an inside look at your dedication and craft.

Tips for improving your sales performance: Customers are now smarter at buying than the salesmen are at selling

If you are an executive, you may have read one or more of the thousands of books currently available on how to improve sales performance. With so many books advising on how to be great at sales, you may be forgiven for wondering why there are so few talented salespeople out there.

You see, the thing is, in the last 40 years there have been no significant advances in sales techniques. Virtually all were built on a foundation E.K. Strong laid down in 1925. Any “new way” of selling can be mapped to one of 4 approaches that were first promulgated in the 1960’s. Procurement methods have changed – but selling methods have stood still.

If a company is not hitting its sales targets it may be due to one or more of the following problems:

Most salespeople have had little formal training

In a survey of our clients we found that most salespeople have had less than 4 days formal training in the profession of selling. Less than 2% of salespeople had been on a structured sales training program that the likes of IBM and Xerox once ran.

Most companies don’t have a formal sales process

Almost any sales process is better than none, but most salespeople are not required to follow any process at all. Only 12% of companies have a formal sales process.

Most executives don’t know how to sell

The vast majority of senior executives are not necessarily skilled in sales. Often thought leadership and mentoring on salesmanship doesn’t exist. We worked with a large organisation last year where the CEO was shown the Account Plan of his largest client. It was apparent to everyone in the room except him that he just didn’t understand the language of sales. For instance, he wanted to know where “the compelling event” was taking place.

Customers are smarter at buying now than the sales are at selling

It wasn’t so long ago when the buying department was a much underrated offshoot of the Accounts department. Today it is not unusual to have a Strategic Procurement Director helping the exec team shape the direction of the business. With e-auctions and supply chain strategies in operation, buyers are now better able to take control and the salesman often finds himself dancing to the buyers tune.

Sales are not empowered to sell

Many sales people are simply not empowered to sell their product. They are expected to raise the awareness of their product and get to a point where the customer may buy. But they do not have the authority to truly negotiate a creative win-win outcome for their own company or that of their customer. At best they can offer a bit of discount to try and sweeten the deal.

Sales hasn’t got anything to say worth listening to

When I was an IBM salesman in its heyday, I could walk into any MD’s office and he would be glad to see me. Why? Because I had something to say that was of interest to him and relevant to his business. If you waste a customer’s time with irrelevant solutions – don’t expect him to answer the phone when you next call.

Training for a better sales performance is often a waste of time and money

Much of today’s sales performance training is based on techniques that are 40 years out of date. A bigger need is training in the cognitive psychology of selling. Some salespeople are naturally skilled in this area, most are not.

People don’t buy from people they don’t like

Let’s be blunt. The cruel truth is that if you have salespeople in your organisation that you don’t particularly like, the chances are high that your customers won’t particularly like them either. You can train, pay or bully a salesperson as much as you wish, but unless they have that certain spark they are doomed to fail.

Now, the good news is that your competition almost certainly has one or more of the above issues. Sadly, the bad news is they may be doing something to address them.

There is a wind of change blowing through the way we look at sales and selling, what worked in the past won’t work now.

Phil Smith the CEO of Cisco UK and Ireland sits on the European board and knows all about the need for a different approach. His view is as follows; “Here at Cisco we recognise that sales models evolve and those traditional models do not always remain relevant and can become costly and ineffective. The “High Touch” model which has Cisco sales teams directly building relationships with customers, while partnering with a highly enabled and motivated channel, provides flexibility for our partners and we believe the best possible solution for our customers. In the mid-market and SMB space this model is not affordable and provides an opportunity for a different “partner led” approach. In today’s market sophisticated and customer centric sales will prevail – It’s not good enough simply to do it the way it was done in the past.”

Whilst many companies wrestle with the problem Siemens Financial Services have not stood still. Jonathan Andrew the Siemens Financial Services CEO for Europe and Asia Pacific says: “In today’s increasingly competitive environment it is essential that sales organizations recognize that customers’ expectations, business models, buying processes and sales channels have changed significantly in recent years. Successful sales organizations eagerly embrace and anticipate the evolution and accordingly re-engineer their sales processes and approaches in order to gain the essential competitive edge necessary to differentiate and win market share”

Sales performance: Old sales approaches no longer apply

The big guns in industry recognise that the old sales approaches no longer apply for today’s sales performance – and they are actively doing something about it.

They know that the old way often involved “selling hard”. But the fact is that customers simply do not respect or accept this anymore. The secret lies in helping a customer to achieve their goals and to ensure that the buyer considers the seller to be adding real value to the transaction.

Patrick Allainguillaume the Chairman and CEO of Muzicall puts it this way: “It is absolutely true that selling has changed significantly over the years. Our strategy is 180 degrees away from trying to “get” a deal from a customer. To us selling is about helping, advising and guiding the customer. In today’s market, customers will choose vendors who add the most value – not those who are simply trying to push product”

Recent research has shown that buyers are more responsive to sellers who go out of their way to help the buyer. The antiquated method of selling which was about persuasion is long dead. In today’s business world the “Law of Value” applies. Bestselling authors Bob Burg and John David Mann define it as: “Your true worth is determined by how much more you give in value than you take in payment”

About the author: Ray Coyte started his career in IBM and was part of the “Golden Circle” of the highest performing salesmen in the company. He was European Managing Director and General Manager for two of the largest software companies in the mobile phone industry. Ray heads an International consultancy practice that helps companies get more out of their sales teams by building bigger and better relationships with customers. Ray is currently studying for his Doctorate in Business Psychology. View Ray’s short bio

You’ve seen it too many times before – the free-spending startup company which burns through their funds like a cocaine addict on vacation in Columbia. It’s ultimately a sad tale, with great potential often wasted, many jobs lost and multiple lives hurt. But it is sometimes hard to feel sorry for the management teams that put these companies in precarious positions with poor judgment and lack of self-control – they should know better, and end up getting what they deserve.

1. Spend it almost as fast as it comes in, because the market is overheated. This was endemic during the Internet bubble years, when even formerly conservative VCs were imploring their portfolio companies to “spend money faster”, and “get the eyeballs now, we’ll figure out how to monetize them later”. A lot of that was going on back then. Crazy, as we all look back at it now.
   
2. A more common situation where money tends to get spent way too fast is when a startup management team is staffed primarily with “big hitters”, coming from big company backgrounds. I remember in particular a mesh networking company here in San Diego, which burned through over $60M in VC money, while creating almost no revenue along the way. They hired an almost endless list of VPs from name brand, blue chip companies, paying them well over the going rates at early stage companies. The CEO came from a big telecommunications company (with no startup experience). He was paid a SALARY of $750,000/year. Yes, you read that right–I’m not even counting his bonus and option grants. In a company that was barely past the pre-revenue stage, and nowhere near profitability. It still amazes me.
   
3. Another scenario I have seen quite a lot, are pioneer companies that are developing a novel technology or product, attempting to create a truly new market. What happens often in this situation is what I’d call an “itchy trigger finger”. That’s when it’s still too early to create the critical mass needed in a market. Instead of being patient, marshalling their resources and continuing to develop their products while educate the market, these innovators get impatient. They blow through their investment capital with a premature, huge ramp-up in Sales and Marketing, well prior to their product or the market being ready for this expansionary phase. Their large expenditures in Marketing serve only to prime the market, to the great advantage of their fast-follower competitors.
   
4. The final situation that you often see leading to overspending is the company that has been bootstrapping successfully (but also painfully) for a very long time – then finally is able to attract a round of Institutional Capital. Every startup has a long list of “like-to-haves” that they would spend money on – if they only had it. So it’s ok to knock off the most important areas at the top of the list, when that initial funding finally comes through. But like a starving man let loose after hours at McDonalds, some of these formerly prudent managers gorge on the newfound capital – spending it like its ongoing cash flow – not the precious investment capital that it actually is. Not being miserly with investment capital is one of the cardinal sins indicative of bad startup management. In this particular situation, it is otherwise sound managers who undergo a bout of “temporary insanity”– a particularly sad story.

So that’s one side of the coin – overspending. We’ve all seen it, and when you’re not inside the eye of the hurricane that is a startup company, it’s pretty easy to recognize. There is no doubt that this free-spending behavior has killed many promising startups.

But what about the flip side of the coin – when managements are TOO miserly, and spend too little? This is an area that I have not seen discussed very much lately, in early stage tech circles.

Now please keep in mind, I’m not advocating spending funds that you simply don’t have. Borrowing is rarely a good idea for an early stage software or tech company. If you don’t have the money – please, don’t try to find a way to spend it anyway! Conservation of capital is one of the basic pillars of good startup management practice.

Yet, there are some places where an early stage company simply HAS to invest, or the outcome will be almost certain crib death. Below are a few important examples:

STAFFING THE STARTUP WITH GOOD PEOPLE

Good companies are built with good people. Great companies are built with great people. Even the company with great brand equity and outstanding IP, are doomed for a fall without the continued benefit of committed, smart staff. In a startup, it’s even more critical, because you don’t have any of the built-in advantages that a big company has, which might allow the enterprise to coast for a bit before heading south. Without good people, startup companies will not thrive for long. Even if a profitable business can be built, it will eventually hit a wall, as a result of lack of depth in the employee pool. The initial founders can only take it so far without a strong supporting cast-growth will eventually stall. I have a client, a young CEO, who has done a great job building a strongly profitable, multi-million dollar business in a large and competitive market. But his growth appears to be stalling, because he views much of his staff like desk chairs, or any other overhead line item – an expense item to be minimized. Don’t make this mistake. Your staff is your lifeblood, not a ball & chain to be jettisoned at every opportunity.

CREATING A GOOD PRODUCT

Almost important as good people to a software or high tech startup, is a killer product. Although there are many, many things that are important to a successful startup tech business, by their very nature, tech companies are almost always driven by a great product. There are exceptions, no doubt – but this is a pretty good rule. It makes little sense to cut expenses in product development (assuming that you’re spending the money wisely!), until you have created a product that can lead to winning in the marketplace. With a startup, that almost certainly means something that’s not “me too” – it needs to be faster, cheaper, more capable. A strong product is the muscle that allows you to break though the barrier of embedded competitors with strong positions and brands. Don’t kid yourself and save your money for other things, until you’ve hurdled this bar.

BUILDING A CRITICAL MASS OF UNIT SALES

Lastly, you’ve built a killer product and have a savvy staff pushing it out into the market. With whatever you’ve got left in your tank – use it. Stomp on the gas peddle, spend whatever you can muster on outbound sales and marketing programs. This is where the proverbial “crossing the chasm” really takes place. There are a certain number of successful customers you need to sell, before you get over the peak of that initially steep sales curve – and things start to get easier. Once that happens, people know your company name and product. Enough happy clients are out there so that word of mouth marketing kicks in. Instead of fighting for every new customer, they start coming to you in increasing numbers – without any effort at all. Your product is now showing up in the market share figures. The press and analyst community start to call you, instead of you leaving endless unanswered messages in their voicemail boxes. Yes, at some point, believe it or not, it really does get easier! But this happens only if you are able to close the number of initial sales necessary to reach critical mass in your specific market. Until you reach this point – SPEND WHATEVER MONEY IT TAKES – AS LONG AS YOU HAVE IT.

About the author: Phil Morettini is an experienced High Tech senior manager with functional expertise in product marketing, new product planning, business/corporate development and sales management in a BtoB and BtoC environment.

View Phil’s short bio