CMOs often feel like there’s a target tattooed on their back. That’s the nature of the job — which is why CMO tenure averages less than two years. The truth, however, is that it doesn't have to be that way. For CMOs that take the initiative, pressure creates opportunity.

Companies often like to say that people are their “most important asset” — after all, how many times have you read that phrase in an annual report? The problem is, not all companies behave as if they really mean it. In a challenging business climate, that could be their loss.

These days, the trick to brand-building is getting the most possible value from your marketing resources. By embedding strategic branding methodologies and objectives into results-driven, tactical marketing projects, you have the opportunity to do just that.

Thriving in the new economy demands building and preserving brand loyalty. But how, really, does your brand measure up — with customers, investors, employees and others? Understanding where you stand now is essential to knowing what to do next, and to evaluating your progress as you build your enterprise.