Business Growth Strategies For CEOs: Top CMOs On Marketing Strategy Implementations

Per Ohstrom

A global B2B marketing and sales driver, Per brings 20+ years of senior level marketing experience in $1-2 billion blue chip industrial companies. A servant leader, he delegates and empowers without losing focus on results. With a track record in manufacturing, construction equipment, equipment rental, MRO supplies, supply chain, specialty chemicals and other industries, he is a people-centered leader, an effective communicator and builder of cross-functional teams. A strong team player and creative problem solver, Per deals comfortably with ambiguity and is effective in matrix organizations.

Financial Resilience: ITR Economics’ 15-Year Forecast to Help You Through the 2030s

Thu, Nov 14, 2024 | Posted by Pete Hayes

The below article from ITR Economics, a valuable and trusted resource for Chief Outsiders, details steps you can take to prepare for the economic depression coming in the 2030s. If you aren't confident that your business can weather the downturn, it may be a good time to reach out to one of our Fractional Chief Marketing Officers and Chief Sales Officers. They can provide the agile, adaptable support required to quickly pivot marketing and sales strategies as economic conditions evolve.

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Beyond Lead Gen: How CEOs Can Leverage Marketing for Sales Performance

Wed, Mar 27, 2024 — In today's competitive business environment, a highly skilled and empowered sales force is essential for driving revenue growth. However, the effectiveness of sales training alone is limited without consistent support and reinforcement. This is where the collaboration between the sales and marketing departments becomes crucial. It's imperative to recognize that marketing and sales are not isolated functions but interconnected components of the business success equation.

Successful Strategy for Entering International Markets

Mon, Dec 7, 2020 — "The life of a typical entrant is nasty, brutish, and short.” - Paul Geroski, London Business School There’s nothing that quickens the pulse of a growing enterprise-level business than expanding its footprint beyond its native borders. “Taking a company international,” as it is often less formally referred to, is no small task. What works well at home might be less than perfect abroad. It is also difficult to manage from a distance, so successfully going international takes some planning. CEOs need to keep target markets, objectives, entry mode, organization and execution in mind. It’s little wonder that many companies toil mightily to realize a decent return from a global shift. According to a Harvard Business Review study of 20,000 companies in 30 countries, it can take almost a decade to realize a positive rate of return on an international investment.

Quick Test: Will Your Business Strategy Work Post-COVID?

Wed, May 13, 2020 — After COVID-19: step back to see how the whole picture has changed Even in the best of times, your business plan relies on a sound strategy to gain – and keep – your competitive advantage. Success is generally a function of a winning combination of factors – good knowledge of the business environment, a keen understanding of your competitors, a laser focus on the size of the market and trends, technological development, and the overall state of the economy.

Growth Insights for CEOs