Growth strategies during high inflation require a different operating logic than the one most marketing teams have spent the last decade optimising for. When costs rise faster than revenue, the instinct is to cut spend and defend margin. That instinct is understandable. It is also, in most cases, the wrong call. The brands that come…
A fractional CMO gives a small or medium-sized business access to senior marketing leadership, typically 1 to 3 days per week, without the cost or commitment of a full-time hire. For businesses that need strategic direction but cannot justify a six-figure salary, it is often the most commercially sensible option on the table. But the…
The Boston Growth Matrix, more formally known as the BCG Growth-Share Matrix, is a portfolio planning tool that categorises a company’s business units or products across two dimensions: market growth rate and relative market share. The result is four quadrants, Stars, Cash Cows, Question Marks, and Dogs, each carrying a strategic implication about where to…
Measuring marketing effectiveness means understanding how much your marketing activity is genuinely contributing to business growth, as opposed to taking credit for outcomes that would have happened anyway. Most companies do not measure this well. They measure what is easy to measure, report what looks good, and quietly avoid the harder questions that would expose…
The CMO first 100 days is not a honeymoon period. It is an audit. Every conversation you have, every question you ask, every decision you make or delay is being read by the organisation around you. The leaders who build lasting authority in that window do so by listening more than they talk and diagnosing…
Direct to patient marketing is the practice of communicating healthcare, pharmaceutical, or medical information directly to patients rather than routing everything through healthcare professionals. Done well, it shortens the path between a patient recognising a problem and getting effective treatment. Done badly, it burns budget reaching people who were never going to convert, while missing…
Marketing is classified as an operating expense in standard accounting practice. It sits on the income statement as part of operating costs, reducing profit before tax alongside salaries, rent, and software subscriptions. But the classification tells you almost nothing about how marketing should be managed, funded, or evaluated inside a business. The accounting answer is…
Post-acquisition integration is the period after a deal closes when two businesses are merged into one operating entity. It is also the period when most of the value promised in the boardroom gets quietly destroyed at the operational level. Marketing sits right in the middle of that destruction, and most integration plans treat it as…
The most common go-to-market mistakes are not about tactics. They are about assumptions: who the customer is, what they actually value, and whether the market is ready for what you are launching. Most GTM plans fail not because the product is wrong, but because the thinking behind the plan is. I have reviewed hundreds of…
Post-merger integration strategy determines whether an acquisition creates value or destroys it. Most M&A deals fail not in the boardroom but in the months after close, when two organisations with different customers, different brand architectures, and different go-to-market assumptions are expected to operate as one. Marketing is rarely given the mandate it needs to fix…
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