Effectiveness

These days, most annual reports are little more than a letter from the CEO and a page or two of highlights wrapped around the 10-K. No context to help explain good or bad performance, no details or proof points about long-term vision, and certainly no effort to help an average shareholder understand the management discussion and analysis (MD&A) section. Institutional investors have the luxury of listening to a CEO firsthand and asking questions in analyst meetings and in one-on-one calls. But it’s almost impossible for individual investors to get the whole picture.

Right now, every business has felt or continues to feel it. Spending is down. Skepticism among consumers, employees, and shareholders is high. Marketers are unsure how to best leverage the limited resources they have, but they recognize times of uncertainty are opportunities to increase market- and mind-share.

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.

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.