Ed, how can organizations align CFOs and CMOs on marketing’s revenue potential? What steps ensure their collaboration benefits the organization?
Historically, marketers have often been urged to “speak the language of business,” a phrase that essentially meant translating the value of marketing activities into terms CEOs and CFOs could understand—often focusing on metrics like ROI and customer acquisition cost. As a strong advocate of this approach, I’ve seen firsthand how this alignment can secure buy-in for critical marketing investments, particularly in brand and demand generation.
However, I’ve come to believe that this communication should be a two-way street. Just as marketers must contextualiz...
Ed, how can organizations align CFOs and CMOs on marketing’s revenue potential? What steps ensure their collaboration benefits the organization?
Historically, marketers have often been urged to “speak the language of business,” a phrase that essentially meant translating the value of marketing activities into terms CEOs and CFOs could understand—often focusing on metrics like ROI and customer acquisition cost. As a strong advocate of this approach, I’ve seen firsthand how this alignment can secure buy-in for critical marketing investments, particularly in brand and demand generation.
However, I’ve come to believe that this communication should be a two-way street. Just as marketers must contextualize their work within the broader business framework, executive leaders should equally invest time in understanding the nuances of marketing. Quality brand and demand marketing are not just line items on a budget—they are strategic levers that drive long-term growth, customer loyalty, and competitive advantage.
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