The CEO’s Guide to Marketing  – Détails, épisodes et analyse

In this episode, Seth speaks with Chris Davis, Brand President & Chief Marketing Officer at New Balance Athletics, not just because he is likely to be the family-owned private company’s CEO, but because as a marketer he’s acutely aware that he’s not just a brand leader but a commercial one, and because of his perspective on strategic and calculated risk taking. 

Chris Davis, started working at New Balance in 2008. As a member of New Balance’s Senior Leadership Team since 2016, Davis is responsible for New Balance’s product and demand creation initiatives and commercial strategies around the globe.

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Despite everything that’s changed and changing, a lot of the c-suite still thinks marketing just means “advertising”—which is a pretty outdated perspective.

In this episode Seth speaks with David Droga, for decades a legend of the advertising, marketing and business worlds, to get the POV of a CEO who both understands marketing and who talks to CEOs who do not. Founder of the eponymous Droga5 in 2006, which has been named Agency of the Year more than 25 times, since September 2021, David’s been the CEO of Accenture Song, the world’s largest tech-powered creative group and a part of Accenture, where he has taken it from a $12.5 billion company to a $19 billion tech-powered creative giant in just 3 years.

Show Notes:

Article referenced at 8:20: https://www.forbes.com/sites/onmarketing/2023/06/15/filling-in-the-missing-middle-between-brand-and-performance/

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Among the things CEOs, CFOs and other c-suite executives without marketing experience tend not to understand is the relationship between, what Les Binet and Peter Field, have termed the long and short of it...and how what businesses do to drive one does to effect the other——for good or ill.

So, in this episode, Seth speaks with serial entrepreneur and media executive Joe Marchese, not just because he’s a widely recognized leader in the media and technology industries but because of his CEO experience, his deep understanding of marketing and the Attention Economy, and his insights into how the long and short of it interact.

Joe is the co-founder and General Partner at both Human Ventures, and at Casa Komos Brands Group (CKBG), where he serves as co-CEO. He also leads Human.AI, the venture’s dedicated studio exploring the potential for AI to reshape the attention economy.

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In thinking about how too many CEOs don’t understand that there are fundamentally different types of CMOs, marketers and marketing, Seth speaks with Dara Treseder, the Chief Marketing Officer at Autodesk, about where B2B marketing is the same as—and different than—B2C marketing.

At Autodesk, a leading technology & software company, Dara oversees the worldwide marketing, brand, communications, demand generation, e-commerce, and education business teams.

Show Notes:

At 16:33 I get the name of the author of How Brands Grow wrong, crediting Les Binet when this classic book is in fact written by Byron Sharp. Les, along with Peter Field, is the author of among other equally important books, 'The Long and Short of It'

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There was a time when—in a predominantly CPG world—product and brand were inextricably linked parts of the marketer’s remit, but now—in a tech driven world—they’ve become increasingly separated organizationally. Engineers and product developers here—marketers over there.

In this episode Seth speaks with Lorraine Twohill, the long-time CMO at Google, someone who understands product marketing, arguably as well as anyone ever, and better than almost anyone ever. As Google’s CMO, Lorraine oversees a global team responsible for telling the story of Google’s brand and bringing to life how its many tools—products and services both—help millions of businesses grow. Her teams oversee global marketing for some of the most used brands in the world including, Google Search, Android, Pixel, YouTube, Google Cloud, and the company’s expanding suite of AI tools.

Show Notes:

At 9:30, I credit Bill Bernbach with the quote “Within every brand is a product, but not every product is a brand”...when in fact it was David Ogilvy who said it. Apologies to both.

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In this episode, Seth sits down with Andréa Mallard, Chief Marketing and Communications Officer at Pinterest. Dré has a broad portfolio and a relatively unusual breadth of accountability, overseeing teams responsible for marketing, comms, product design, UX and all go-to-market efforts for both consumers and advertisers. Among other things, her perspectives on how marketing earns the right to grow bigger and better, and why no CEO has ever loved a brand because of its bottom of the funnel strategy, made this a great conversation.

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In this episode, Seth sits down with Kofi Amoo-Gottfried, CMO at DoorDash. Kofi’s perspective on what CEOs (and the rest of the c-suite) need to better understand about marketing has been informed by his years as a strategist at Leo Burnett and Weiden, and as VP of Consumer Marketing at Meta. Kofi talks about accountability, the challenges of serving a three-sided marketplace and, among other topics, where a strategist’s remit converges and diverges with enterprise strategy.

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For this conversation, Seth sits with Ally Financial’s Chief Marketing and PR Officer Andrea Brimmer for a wide-ranging conversation about what can either facilitate or get in the way of marketing’s role in value creation, the false narrative that’s been painted of CMO tenure specifically and the CMO generally, and the relentless pace of change—cultural and otherwise—today’s marketers are supposed to keep up with.

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In this episode, Seth talks with Frank Cooper, who has been the CMO at Visa, Blackstone, and Buzzfeed about causation, correlation and dispelling the myth that marketing doesn’t drive commercial outcomes.

Here's a link to the article mentioned around 3:40: https://www.forbes.com/sites/sethmatlins/2024/12/16/marketing-that-fails-to-consider-the-human-context-is-out-of-context/

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In this conversation, Seth and Chime CMO Vineet Mehra talked about the CAC (customer acquisition cost) valley of death, explaining unit economic payback, and how a CFO’s willingness to invest money—especially when they don’t understand the consequences of not investing it—can effect growth for good or ill.

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